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Building a Workforce for 4.0
tasporn.chantree@siamcitycement.com
2Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
From Industry 1.0 to Industry 4.0
1800 1900 2000
First
Industrial
Revolution
Second
Industrial
Revolution
Through the introduction of
mechanical production
facilities with the help of
water and steam power
Through the introduction of a division
of labour and mass production with the
help of electrical energy
Third
Industrial
Revolution
Fourth
Industrial
Revolution
Through the use of
electronic and IT
system that further
automate production
Today
Through the use of
cyber-physical systems
Source : industry 4.0- Smart manufacturing for the future, Germany Trade & Invest, 2014
3Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Industry 4.0 framework
Source : Industry 4.0 , Building digital enterprise, PriceWaterhouseCooper, 2016
Industry
Mobile Devices
IoT Platforms
Smart Sensors
Location Detection
Technologies
Cloud Computing
Advanced Human-
Machine interfaces
Authentication &
Fraud detection
3D printing
Big Data Analytics and
Advanced Algorithms
Augmented Reality /
Wearable
Multilevel Customer Interaction
and Customer Profiling
4Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Dramatically increasing in digitalization is expected everywhere
Source : Industry 4.0 , Building digital enterprise, PwC, 2016
32%
36%
30%
74%
67%
71%
Level of digitalization 2016 2020
America
Asia Pacific
Europe, Middle East, Africa
emerging nations probably
have the most to gain
[than developed countries] as they can leverage
digitalization to gain efficiency in their horizontal value
chain, efficiently working within a global manufacturing
network to supply key component, product and system
while personnel cost will lead to above average efficiency
gains in these emerging countries
5Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Ten use cases show effects of industry 4.0 on the workforce
Source : Man and Machine in Industry 4.0, Boston Consulting Group, 2015
Robot-assisted production
Flexible, humanoid robots
perform other operation such as
assembly packing
Big-data-driven quality control
Algorithms based on historical data
identify quality issue and reduce
product failure
Self-driving logistic vehicles
Fully automated transportation
system navigate intelligently
within the factory
Production line simulation
Novel software enables assembly
line simulation and optimization
Smart supply network
Monitoring of an entire supply network
allows for better supply decisions
Predictive maintenance
Remote monitoring of equipment
permits repair prior to breakdown
Machine as a services
Manufacturers sell a services,
including maintenance rather
than machine
Self-organizing production
Automatically coordinated machines
optimize their utilization and output
Additive manufacturing
3-D printers create complex parts
in one step, making assembly
redundant
Augmented work and services
Fourth dimension facilitates
operating guidance, remote
assistance and documentation
of 7 million people in 40 job families,
23 manufacturing industries in German
From 2015 - 2025
(- 610,000)
jobs that Production, Quality Control,
Maintenance, Production Planning
will be reduced
+ 960,000
jobs in IT Analytics, Data Scientist
Software Development, R&D,
Robot Coordinator will be created
+ 350,000
jobs as net increase due to Industry 4.0
6Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Analysis of Thailand’s GDP on a page
Source : information from World Bank(2014), NSTDA (2015)
1961 1980 1990 2000 2010 20151970
Two golden decades
7%
Post crisis
5 % 3 %
New normal
-7.6
13.3
2.8
-0.7
7.37.2
11.4
4.6
8.1
0.7
97-98 Asia
11-Flood
15-Drought
08-09- Global
0
67% 11%
Poverty80% of 7.3 million poor live in rural 6.7 million
were living within 20% above national poverty line
and remained venerable to falling back into poverty.
Thailand has made remarkable progress in social and
economic development and has been one of widely cited
development success story, with sustained strong growth and
impressive poverty reduction. However, average growth has
slowed since 2005..
1980 1990 2000 2010
80 Agriculture
1980 1990 2000 2010
80 Industry
Services
1980 1990 2000 2010
1980 1990 2000 2010
80
Export
40%
13%
44%
75%
% contribution to GDP
30%
17%
51%
Inequality and disparities remain an issue of the country
80
06-Taksin 14-Yingluck
7Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Middle income trap--- Where are we?
Source : World Bank (Atlas method) 2015, quoted in Wikipedia
GNI per Capita
Norway 93,820
USA 54,960
Singapore 52,090
Japan 36,710
South Korea 27,440
Russia 11,400
Malaysia 10,570
China 7,820
6,550
5,620
Iran
Thailand
Philippines 3,540
Indonesia 3,440
Vietnam 1,980
Lao PDR 1,730
Cambodia 1,070
Nepal 730
USD
High
Upper
Middle
Lower
Middle
Low
57
12,745
4,125
1,045
56
53
31
Middle Class* Spread
Source : Penn World Table, 2013, quoted in What’s middle-income-trap, Akira Kondo,Economic Universe, 2015
1960 1970 1980 1990 2000 2010
100%
20% Thailand
Malaysia
Korea
Taiwan
Japan
China
Indonesia
Philippine
GDP per Capita of Asian Countries as % of US
*3,000 annual household disposable income
million
2014
2009
2004
Source : World Bank, CEIC, 2014
50 100 150
9,280
4,730
4,380
3,620Vietnam
Philippines
Indonesia
Thailand
USD
GDP per Capita
Source : IMF, 2013
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From Thailand 1.0 to Thailand 4.0
Agriculture Light industry Heavy industry
Deal effectively with disparities
and the imbalance between
environment and society
Continued economic growthHelped upgrade Thai economy
from low to middle income
Built strong fundament for
Thai economy
Creativity + Innovation
Today
9Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Food, Agriculture, Bio Technology
Thailand 4.0 framework
Thailand
Health, Wellness, and
Medical technology
Robotics, Smart Devices,
Mechatronics
Digital Technology, Artificial
Intelligence, Embedded Technology
Creativity, Culture and
High value services
Source : based on Dr. Suwit Masincee, Deputy Minister of Commerce’s interview decryption, BrandAge , 2016
5 First S-Curve
Next generation automotive
Smart electronics
Affluent, medical and wellness tourism
Agriculture and biotechnology
Food for the future
5 New S-Curve
Robotics
Aviation and logistics
Biofuels and bio-chemicals
Digital
Medical hub
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Is Thailand workforce ready for industrial revolution
20132007200119951989
20%
30%
Source : SCB Economic Intelligence Center, 2014
Thailand’s informal sector has grown fast since 1997 crisis and 2004
840
Thailand
Malaysia
Philippines
China
S.Korea
Indonesia
India
Vietnam
Thai businesses face difficulty hiring professional level employee
which could take up to 8-10 weeks
12%
GDP (%YoY)
0%
-2%
Annual growth of work age population
4%
2%
0%
81-85 86-90 91-95 96-00 01-05 06-10 11-15 16-201961-65 66-70 71-75 76-80
Source : SCB EIC analysis base on data from US Census, 2014 Source : SCB EIC analysis base on data from US Census, 2014
Quality of education as perceived by countries business community
7
Indonesia Malaysia Singapore Philippines Thailand Vietnam
Source : World Economic Forum, 2016
Training Primary educationEducation system
11Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Thailand faces double challenges in preparing its workforce
Demands for an upgrade and reskill
Demands for structural change
Aging society
Shrinking population
Language Proficiency
Long-term competitiveness
Income Inequity
Environmental Deterioration
Infrastructure and logistics
Digital skills
Creative & critical thinking
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How globally competitive are we?
Efficiency driven
GCI score : 4.6 / 7
34th out of 138
Source : Global Competitiveness Report, 2016-2017, World Economic Forum

Institution
Infrastructure
Macroeconomic
Environment
Health &
Primary
Education
Higher Education
and Training
Goods Market
Efficiency
Labour Market
Efficiency
Financial Market
Development
Innovation
2016
32nd31st
2015201420132012
39th 38th 37th
2017
34th
25th
28th
34th
41st
57th
60h
71th
93rd
89th
98th
106th
Bangladesh
Nepal
Cambodia
Sri Lanka
Vietnam
India
Philippines
Indonesia
Thailand
China
Malaysia
Lao PDR
39th
49th
13th
86thMarket Size
Business
Sophistication
84nd
18th
43th
54th
Technological
Readiness
37th
71th
39th
62th
63th
13Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
How globally competitive are we?
Efficiency driven
GCI score : 4.6 / 7
34th out of 138
Source : Global Competitiveness Report, 2016-2017, World Economic Forum

Institution
Infrastructure
Macroeconomic
Environment
Health &
Primary
Education
Higher Education
and Training
Goods Market
Efficiency
Labour Market
Efficiency
Financial Market
Development
Innovation
2016
32nd31st
2015201420132012
39th 38th 37th
2017
34th
25th
28th
34th
41st
57th
60h
71th
93rd
89th
98th
106th
Bangladesh
Nepal
Cambodia
Sri Lanka
Vietnam
India
Philippines
Indonesia
Thailand
China
Malaysia
Lao PDR
39th
49th
13th
86thMarket Size
Business
Sophistication
84nd
18th
43th
54th
Technological
Readiness
37th
71th
39th
62th
63th
14Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Thailand - the old man of Southeast Asia
Source : Population (% of total by age group) United Nation, 2015
Average age as of 2016
SingaporeIndonesiaPhilippines VietnamMalaysia
65+
55-59
45-49
35-39
25-29
15-19
5-9
38
41
28
31
40
43
31
33
28
29
23
24
2016
2020
68.1
68.5
261.4
271.8
102.6
108.4
30.8
32.3
94.4
98.1
5.7
6.0
Thailand
20502000 2010 2020 2030 2040
45%
Singapore
Thailand
Vietnam
Malaysia
Indonesia
Philippines
Population aged over 60
15Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Golden era of Thailand as manufacturing hub is fading
Global Manufacturing Competitiveness
2020
Poland
Malaysia
Mexico
Japan
Singapore
Indonesia
Australia
UK
Vietnam
20162013
Czech Republic
9
10
11
12
13
14
15
16
17
18
19
9
10
11
12
13
14
15
16
17
18
19
9
10
11
12
13
14
15
16
17
18
19
11th out of 81
Source : Global Manufacturing Competitiveness Index, Deloittle, 2016
3
2005 2010 2015e
Manufacturing Labour Cost (USD) per hour
Thailand
Malaysia
Vietnam
India
Indonesia
5.3%
6.1%
5.9%
5.5%
2.9%
Real GDP
Growth
2011-15
44%
42%
43%
41%
36%
Working
population
2014
41
60
56
70
55
Regulation
Risk
2013
7.0
4.6
4.9
5.0
5.8
Infrastructure
Rating
2013
Malaysia
India
Vietnam
Indonesia
Thailand
Thailand
16Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
OECD : Organization of Economic Cooperation and Development
We are highly susceptible to expanding scope of automation
Risk : 72%
10th out of 41
Job at Risk of Automation
China
77%
72%
Ethiopia
85%
India
69%
South Africa
67%
OECD*
57%
Nepal 80%
Cambodia 79%
Thailand
Source : Technology at Work v2.0, Oxford Martin School & Citi, 2016
2013 2014 2015e 2016e 2017e
5
4
3
2
1
China
Payback period for robot system
Year
Current payback period for typical arc welder
1 2 3 4 5 Year
Thailand
China
Japan
UK
US
Germany
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How linguistically proficient are we?
very low proficiency
EPI score : 43 / 100
62nd out of 70
Thailand
China
Indonesia
Hong Kong
Malaysia
Taiwan
Japan
Cambodia
South Korea
Singapore
Sri Lanka
Vietnam
Kazakhstan
India
Thailand is the only country
that declined significantly,
while India, Kazakhstan, and
Vietnam all showed
significant improvements
Comparing
2014 vs. 2015
very lowlowmoderatehigh
Source : EF English Proficiency Index, 2015
Columbia
Venezuela Morocco
Algeria
Libya
Egypt
Saudi Arabia Jordan
Iraq
Kuwait
Iran
Oman
Yemen
Jordan
Kazakhstan
Hong Kong
Indonesia
Japan
South Korea
Taiwan
Vietnam
China
Pakistan
India
Malaysia
Singapore
Cambodia
Kazakhstan
Mongolia
Sri Lanka
Thailand
18Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Better English, higher income, better quality of life, more innovation
0
United Nation, 2014

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1 R=0.58
Human Development Index



 
  


0
United Nation, 2014
60,000 R=0.72
Net Income per Capita

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
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0 World Bank, 2014
Hard
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easy
R=0.61
Ease of Doing Business
0
World Bank, 2012
4.5 R=0.75

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R&D Expenditure
Source : EF English Proficiency Index, 2015
19Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Low enrolment in
higher education
Mismatch between topics
studied and skills needed
Lack of college graduates
to fill middle-management
positions
Insufficient road, airport
and power grid capacity
Lack of broadband
access nationwide
Big gap between needed
infrastructure investment
and public capital
Inconsistent
governance
Bureaucratic overlap
and outdated process
Inability to keep up with
new business models
Companies in Asia must cope with three big structural challenges
Source : Overcoming Asia’s obstacles to growth, BCG, 2015
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Global challengers from Thailand have stood the test of time
Attributes of Success
Source : Global Challenger, BCG,2016
Continued success100
Become global leaders19
Unable to deliver on promise
shrinking and losing money4
Source of success have shifted*70
193
the company was acquire, it adopted a local strategy
or still growing but less so than its successors
Indorama Ventures
Thai Bev
PTT
China
Thai Union Group
CP Foods
2
Philippines
Brazil India
Indonesia
5
Malaysia
Mexico
11
28
16
4
3
Turkey
Chile 3
South Africa
Vision and Culture
Ambitious global vision
Global culture & commitment to global standard
Innovation and Reinvention
Continuous innovation for global markets
Reinventions and recovery after a major
disruption or crisis
Talent and Organization
Globally competent leadership, global talent
acquisition and development
Strong global organization model & governance
Go-to-Market Model
Clear globalization master strategy
Successful international M&A and partnerships
Localization and adaptation to different markets
Operating Model
Globally scalable model with optimized footprint
Global risk management and process excellence
*
5
5
5
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Thai government kick-started its efforts to improve nation’s competitiveness
brainstorm
present prototype
Tackle root cause of corruption
and increase transparency by
making information public
Current initiative and efforts
Invest in internet infrastructure
aiming for Thailand to become
an internet center
Enhance education system at
all levels particularly vocation
Incentivize private sector to
invest on Research and
Development (R&D)
Accelerate plan to improve
Thailand transportation system
Establish melting-pot for innovation
and creative idea which lead to
generation of value to product
and services
Improve bureaucratic efficiency
by adopting electronic process.
On January 18–20, 2016, Thailand’s
Ministry of Commerce, partnered with
the IMD for an event aimed at
improving Thailand’s competitiveness.
The three-day event included several
interrelated activities and culminated
in a highly dynamic and interactive
workshop – a Mega Dive.
Source : Thailand Mega Dive workshop, Thailand’s Ministry of Commerce and IMD , 2016
22Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Further efforts must focus on structural level
Establish independent cross-
functional task force for policy
coordination, implementation etc.
Adopt innovation –supportive attitude
and values within organizations
Strive to strengthen public sector
by promoting transparency and anti
corruption practice
Strengthen agricultural sector aim
to take Thai agriculture to the next
level of development
Thing to start and/or enhance
Develop available talent pool
necessary for enterprise and the
economy
Fully adopt e-government process
by adhering to best practice and
adopting the centralized platform
Establish an overarching
national program of innovation
Establish a national CEO program
for the next generation of senior
executive
Reduce competitive gap between
large enterprise and SMEs
brainstorm
present prototype
Source : Thailand Mega Dive workshop, Thailand’s Ministry of Commerce and IMD , 2016
On January 18–20, 2016, Thailand’s
Ministry of Commerce, partnered with
the IMD for an event aimed at
improving Thailand’s competitiveness.
The three-day event included several
interrelated activities and culminated
in a highly dynamic and interactive
workshop – a Mega Dive.
23Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Disruption is an industry phenomenon
Source : Adapted from Challenging Convention Workshop (@ Siam City Cement) , Bill Fischer, 2016
for
Kodak Digital
Nokia Apple
Borders Amazon
Blockbuster Netflix
It was
Taxis Uber
Marriott Airbnb
MaterializeExploreUnderstand
Design Thinking is a hands-on, user centric approach to problem
solving that can lead to innovation, and innovation can lead to
differentiation and competitive advantage.
source : Design Thinking 101, Nielsen Norman Group, 2016
empathize define ideate prototype test implement
Our future will look like
We know what to do and
how to do it?
What if,
somebody disrupt everything
Our business today
24Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Key trends reshaping HR organization
Insight
Driven HR
Talent management meet the sciences of human behaviors
Navigate risk and privacy in a more complex world
HR in The
Digital Age
Digital radically disrupt HR
Social media drives the democratization of work
Global
Scale of HR
The global talent map loses its borders
Tapping skills anywhere anytime
Agile HR HR Drives the agile organization
The rise of the extended workforce
Evolution of
Talent Work
Deliver seamless employee experiences
Managing your people as a workforce of one
Sources : Future of HR, Accenture, 2014
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Digitalization is not merely incorporating technology – but people
Source : Digital Transformation ; What is it & What does it mean for human capital, The Conference Board, 2016
Organization
Design
Performance
Management
Leadership
Learning &
Development
Talent
Acquisition
Optimal Mix of
Technology & People
Culture
Employee
Engagement
Structure
of Job
Compensation
& Benefit
Talent
Management
26Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
The future of work
remain
untouched
Unable to be
replaced by machine
are in
collaboration
with machine/
algorithms
Run with the
machine
Source : Digital Transformation of Industries, World Economic Forum in collaboration with Accenture, 2016
are
completely
new
Run faster than
the machine
all
disappear
Lost the race against
the machine
27Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
How should companies respond?
Source : based on Man and Machine in Industry 4.0, Boston Consulting Group, 2015
Upgrade and re-skill
current employee
Projected the skills/capabilities needed
Retain , re-skills current workforce to keep pace with technology
used blended approach for on-the-job training
Train for broader set of skill for employee to perform variety of tasks
Adopt new work and
organization model
Introduce network of team
Rethink decision making authority , flatter organization
Revise regulation to enable use of technology for work and innovation
Redefine leadership development, career path, performance management
Recruit for
industry 4.0
Focus on capability instead of degree and qualification
Look for learning agility, creativity and adaptability
Balance between digital, soft and leadership skills
Engage in strategic
workforce planning
Use analytic to produce comprehensive gap analysis of supply vs. demands
Optimize extended workforce
Properly balance manpower planning approach
i.e. buy – build – boost – borrow -man/machine
28Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
HR Breakathon – in 24 hours, HR will never be the same
On February 18, 2016, Cisco HR
ran the 1st global HR Breakathon–
an event dedicated to hack those
“little-big thins” hindering HR from
providing people experience they
want to deliver at Cisco
116 cities, 39 countries,
16 timezones encompassed
120 teams cross global
locations included
821 participants from HR as well
as other functions involved
65 percentage of HR
population covered
105 ideas submitted
It starts with having everyone at
Cisco believe they are empowered
to make change and even for issue
that they do not have control.
Design thinking focuses on
creating and employee experience
that is intuitive, engaging and
mirrors a customer experience..
Provide participants with
guidance on how to identify
a problem and work with small
team to create solution..
Entire process was
24 hours and in the end
generating 105 new HR solutions
covering across HR disciplines
29Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Strategic Partner
Functional Expert
Services Provider
HR as a Transformation enabler and Strategic partner
Focus on reliable and efficient
execution of core HR services
including
• Payroll
• Employee data
• Record keeping
• Training administration
• Time management
Be “at the table” for senior
leadership discussion and help
shape transformation strategy
Understand the business
transformation requirement and
how they will affect people and
the organization
Assess HR’s capability and
capacity to response in each
HR disciplines and address
any gap
Mobilize HR resources and
operate in an agile mode to
support the transformation
Transformation Enabler
Focus on providing expertise in
and advice on core HR disciplines
• Recruiting
• Compensation & benefit
• Learning and development
• Performance management
• Labour relation
• Mobility
Frame and raise strategic
people and organization issue
and priorities
Adapt the HR operating model to
enable HR to engage with the
business transformation as a
strategic partner
Share perspectives on how to
set up transformation initiatives
for success
Source : Transformation, the imperative to change, BCG, 2014
30Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Source : What’s next for HR ?, CEB Corporate Leadership Council, 2016
Key priority and trend for HR leaders
Next Generation
Functional
Effectiveness
Workforce of
the Future
The Collaborative
Enterprise
Analytic
Transformation
of Talent
Work has become
increasingly horizontal,
yet HR technology ,
capabilities and workflow are
still designed to support
vertical organizations
Workforce is more diverse
than ever, and traditional
career paths and other
employment offerings are
not keeping up with the
needs of top talents
Despite years of focus and
investment in HR strategy
and structure, 80% of
business leaders rate the
HR functions as
ineffective. In particular
traditional HR models
struggle with change
Despite enormous
promise of increased
data availability, analysis
from HR remains among
the least trusted by
business leaders across
functions
31Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Organization isAn aggregation of individuals System of interacting elements
Deficiencies of individual
Organizational effectiveness and
performance will be enhanced by
Improving employee
knowledge, skills and attitude
So. the prime target for
development is
The organization – followed
by training for individual
The invidual
Source : Why leadership training fails, Michael Beer (published in Havard Business Review), October 2016
Innovation needs “fertile soil ” before the “seed ”
From To
Problem of organizational
behaviors and
performance stem from
Poorly designed and
ineffectively managed system
Changing the systems to both support and
demand new behaviors that enable learning
Unclear direction on strategy and value
Senior executive who doesn’t work as a team
and have not committed to a new direction
A top-down laissez-faire style which prevents
honest conversation about problem
Lack of coordination across functions and company
Inadequate leadership time and attention
given to talent issues
Employee’s fear of telling senior team about
obstacle to organization effectiveness
Barriers to organizational excellence
Senior team clearly define vision & strategic direction
After receiving insight, team diagnose barrier, then
design system to overcome the barriers
Day-to-Day coaching and consultation help people
become more effective in the new design
Provide training where needed
Use metric of individual and organizational
performance to gauge success
Adjust talent management system to sustain change.
Enabler to organizational excellence
32Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
STAR model – the hardware of organization
Source : The STAR model, Jay R. Galbraith, 1995
Structure
ProcessReward
People
Strategy
Different strategies = Different organization
There is no one-size-fits-all organization design that
companies regardless of their particular strategy
needs- should subscribe to.
Organization is more than structure
Most design effort invest far too much time drawing
organization structure which is only one facet of
organization design and far too little on process and
reward.
Alignment = Effectiveness
An alignment of all policies will communicate a clear
and consistent message to the employee
STAR model consists of five components that leader can
control and that will affect employee behavior.
The manager can influence performance and culture, but
only acting through the design policies that affect behavior
33Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Enhancing speed and agility through Network of team
E 1 SVP
E 5
E 8
E 2
E 6
E 3
Cole
E 4
E 7
D 1
D 2
D 3
P 3
E 0
D 0
P 0
E 9
Source (1) : The Hidden power of social network, Robert L. Cross and Andrew Parker, HBS press, 2004
Formal Structure
Informal Structure
Source (2) : The Rise of Team, Global Human Capital Trends 2016, Deloitte University Press, 2016
The Rise of Teams
Move people into customer-product or market and mission-
focus team led by team leader who are expert in their domain
Enable people to move from team to team as needed and then
ensure that people have a home to return once project done
Teach and encourage people to work across team using
techniques like “hackathons” open office space that
promote collaboration and job rotation
Empower team to set own goals and make own decision
within context of overarching strategy or business plan.
Replace silos with information and operation centers to
share integrated information
Organize team around mission, product, market, customer
needs rather than business functions.
Shift senior leaders into roles focus on planning, strategy,
vision, culture and cross-team collaboration
P1
P 2
Exploration
E 0
Drilling
D 0
Production
P 0
E 1 E 5
E 2 E 6
E 3 Cole
E 4 E 7
E 8
E 9
D 1
D 2
D 3
P 3
SVP
34Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Optimizing network of team as a solution to resource constraint
BusinessPriority
Current HR capacity and capability levelModerate Strong
H
L
Increase capacity
and improve capability
Possibility to
scalable capacity or
improve capability
Maintain
current capacity
and capability
Possibility to
scalable capacity or
improve capability
Maintain
current capacity
and capability
Possibility to allocate
capacity to higher priority
and maintain capability
Maintain
current capacity
and capability
Possibility to allocate
capacity to higher priority
and improve capability
Re-allocate
capacity to
higher-priority
35Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Managing performance is being challenged big time
Annual Cycle
Numerical Rating
Forced Curve
Backward looking
Complication Simplification
Forward looking
On-going
No-rating
Manager’s Discretion
Improve quality
of conversation
Give more time for
informal feedback
Differentiate
pay accurately
Improve employee
engagement
Provide ongoing,
not episodic,
performance feedback
Make performance
reviews forward looking,
not backward looking
Include other not just
manager, feedback in
evaluating performance
From To So, we will
Source : The Real Impact of eliminating performance rating, CEB, 2016
Performance Review Cycle after removing rating
EmployeePerception
( + )
( - )
It was initial huge boost in morale,
employee felt good that we were
removing the process they thought
they hate most
Initial euphoria
our performance and pay systems began
to look like black box. Without visible
symbol of rating, employee don’t
understand the process behind them
Reality set in
n = 9,686
Here is the reality
Managers’ time spent
36 hrs.
7 hrs.
6 hrs.
24 hrs.
newexisting
14%
14%
newexisting
Quality of conversation
8%
newexisting
Employee perception of
Pay Differentiation
1 2 3 4
36Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Increasing utilization of extended workforce – an robotics
source : The rise of the Extended Workforce, Accenture, 2015
Percentage to
workforce
Small percentage
Type of work
performed
Primarily low-skilled, low-value
Location of work
performed
At the office
Large percentage
Increasingly high-skilled, high
value knowledge work
Perform task remotely from
anywhere
Reason for
becoming extended
worker
Involuntary –
difficulties finding a job
Voluntary – attraction to flexible work
schedules , roles and access to
interesting work
Why company
need them?
Address an immediate need Gain agility and access to top talent
Who manage them? Procurement with a cost
orientation or line manager
individually
HR with a strategic orientation and
input from the function
Corporate
perception
Asset to be managed at cost Individual to be managed for value
How to recruit
them?
Through temp agencies Through a variety of sources – e.g.
platform of freelancer, on-line social
networks, alumni/retiree networks,
outsourcing providers
Talent management
practice
none Strategized and applied
New RealityOld Reality
Redefine HR customers
Not only employee but extended
workers and probably robotics or
cognitive technology as well
Collaborate among expertise
Everyone from procurement,
legal, finance and HR
Use analytic to decide needs
When to use, from which pools, for
which tasks , at which cost
Forge new relationship with
partnering organizations
Evaluate their talent management
practice and include that into service
agreement
Rethink HR practices
To enhance experience of
extended workforce.
37Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
15
14
19
Association Specific
General Job Boards
78
78
70
33
33
38
Company Specific
Source : Global Workforce Index, Kelly, 2014
Rise of social media trends impacting talent acquision
85% 31
19
General
Job Boards
Association specific
Company specific
10 Aggregator
Preferred online job boards Preferred way to apply for job? Digital / electronic resume
81
82
76
15
13
19
Tradition
Gen Y
Gen X
Boomers
Use social media network when
making employment decisions?
search for jobs via social media
than traditional methods?
67
27
29
33
36
38
45
45
52
53
53
53
60
66
66
Malaysia
Indonesia
India
China
Singapore
South Africa
France
Netherlands
Hong Kong
Brazil
UK
US
Switzerland
Germany
70
30
32
33
37
38
40
41
43
47
49
51
57
60
64
Indonesia
India
China
Malaysia
Netherlands
Hong Kong
Norway
Canada
Switzerland
Germany
Brazil
UK
New Zealand
US
6
4
3
VDO resume
Gen Y
Gen X
Boomers
84% 9
7
Electronic
resume
Tradition
VDO resume
Thailand
Thailand
38Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Source (2) : Recruiting talent in the digital age, The Conference Board, 2014
It requires new thinking on relationship btw. employee and employer
37 million
1
Number of Thai users
2016
Articulating mobile strategy
Simplify application process , rethink design,
navigation the use of text and video and experience.
Use it to connect, interact and engage with candidates
Creating meaningful candidate experience
Aim to build and nature a net work of talent than to fill a
particular requisitions. This include sharing company
social story in an organized manner and lastly, manage
“black hole” experience in personalized and timely manner
Transforming employee into recruiter
Leverage employee social network to actively connect
with and engage pools of talent and ultimately recruit
on the company’s behalf
Measuring what matters
Focus more on how engaged prospective candidate
are with the company - what they see and do - than
number of followers.
Using social media
for recruitment
EU ASIA US
Recruiter
Job seeker
Distribute CV/resume
Professional networking
Search for advertisement
Submit applications
Research recruiters
Research employer’s page
Personal branding
What other say about company
Job seekers use them for
Source (1) : Work Trend Study- Discover future of social recruitment and smartworking Adecco, 2015
40
39Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Emancipated employee -a new type of workforce
Work anytime, anywhere
Share Information
Expect
democratized learning
Create own career ladders
Specialization
Collaboration
Flexibility
Decentralization
Well informed
Intellectually autonomous
Unresponsive to claims of
compliance & hierarchy
Part of the leadership process
ValuesWork Habits
Source :Future of leadership in a changing workplace, Bersin by Deloitte, 2016
40Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
R-E-A-L - the future of leadership in a changing workplace
Source :Future of leadership in a changing workplace, and Leadership awakened, Bersin by Deloitte, 2016
Resolve
Engagement
Authenticity
Limitlessness
Determination
Involvement,
Commitment
Ethics,
Transparency
Thinking beyond
boundaries
Share purpose
Communicate a vision
Make decision confidently
Solve problem
Demonstrate mental presence
Listen, ask, support, guide
Show genuine interest
Exhibit approachability and
responsiveness
Follow high ethical standards
Act according to moral code
Communicate honesty and
transparently
Encourage open debate
See the big picture
Challenge status quo
Question established principle
Recognize blind spots
Focus on renewal and change
Broaden and deepen capability
Today’s leaders need both traditional leadership
capability and new skills. Rotation across
business may be effective
Focus on young , diverse leaders
Identifying future leaders as early as possible
Take a fresh, hard look of
leadership development strategy
Is the current strategy delivering the impact, results,
leadership pipeline and caliber for the future
Build program on data & analytic
Rigorous analysis and evidence should inform
every step of the leadership development process
Rethink leadership investment
Spending more and spending more wisely, with
focus on evidence and result is very important
41Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Source : Global Human Capital Trends 2016, Deloitte University Press, 2016
Digital HR - a revolutionary opportunity
New Social
Contact
Digital
Technology
Challenge HR to start with a digital first
Redesigning, delivering, operating HR base on
mobile and cloud solution
Embrace design thinking and leverage agile
approach to its delivery
Understanding employee experience before adopting
SMAC then integrating team to deliver prototype and
solution
Imagine employee experience in real time
Digital will enable real-time access, decision making
and result. HR team should adopt more real-time
and digital first operation rather than process, forms
and transactions
Learn, share and enable digital experience
Learn from early digital adaptors e.g. Marketing and
in turn help develop enterprise’s digital mind-set and
capability
Integrate analytics and reporting as part of
digital platform, not add on
HR process should provide manager real-time
information could provide good analysis for a
practical solutions
Demographic
Upheavals
Rate of
Change
42Siam City Cement Public Company Limited ©SCCC | All Rights Reserved.
Time to reimagine HR capability development
Speak business language
Get insight of stakeholder experience
Strengthen stakeholder relationship
Provide sound and practical solution
Maximize technology integration
Secure support for Recommendations
Influence key Business Decision
From
HR
Functional
Expert
Reactive
Process Focused
Problem Solver
Strategic
Business
Partner
To
Proactive
Business Driver
Challenger
Building
Analytical
Foundation
Understanding
Business Drivers
and behavioral
economies
Identifying &
Diagnosing
Challenges
Leveraging
Analytics for
impact solution
Understanding
Financial
Statements
Understanding
Financial Metrics
Building the
Economics of a
Business Case
Improving
Financial
Acumen
Understanding
Stakeholder
needs
Communicating
the narrative of
a business
cases
Sourcing
stakeholder
agreement
Obtaining
Stakeholder
Commitment
Developing
Digital
Competence
Have worked across HR
and with multiple BU
69%
Have worked overseas
36%
Have advised other firms
as a consultant28%
Have research experience
28%
Source : What successful HR professional do and( adapted from ) Developing HR Business Partnership, CEB 2015
How to develop
tasporn.chantree@siamcitycement.com
THANK YOU
All information contained in this presentation
has been produced base on publicly available
information from various sources.
Should you have any comment to make regarding
topic presented and their content, please contact
https://th.linkedin.com/company/siam-city-cement
and
https://www.facebook.com/sccccareers
You may directly download this presentation via

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Building workforce for Thailand 4.0

  • 1. Building a Workforce for 4.0 tasporn.chantree@siamcitycement.com
  • 2. 2Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. From Industry 1.0 to Industry 4.0 1800 1900 2000 First Industrial Revolution Second Industrial Revolution Through the introduction of mechanical production facilities with the help of water and steam power Through the introduction of a division of labour and mass production with the help of electrical energy Third Industrial Revolution Fourth Industrial Revolution Through the use of electronic and IT system that further automate production Today Through the use of cyber-physical systems Source : industry 4.0- Smart manufacturing for the future, Germany Trade & Invest, 2014
  • 3. 3Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Industry 4.0 framework Source : Industry 4.0 , Building digital enterprise, PriceWaterhouseCooper, 2016 Industry Mobile Devices IoT Platforms Smart Sensors Location Detection Technologies Cloud Computing Advanced Human- Machine interfaces Authentication & Fraud detection 3D printing Big Data Analytics and Advanced Algorithms Augmented Reality / Wearable Multilevel Customer Interaction and Customer Profiling
  • 4. 4Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Dramatically increasing in digitalization is expected everywhere Source : Industry 4.0 , Building digital enterprise, PwC, 2016 32% 36% 30% 74% 67% 71% Level of digitalization 2016 2020 America Asia Pacific Europe, Middle East, Africa emerging nations probably have the most to gain [than developed countries] as they can leverage digitalization to gain efficiency in their horizontal value chain, efficiently working within a global manufacturing network to supply key component, product and system while personnel cost will lead to above average efficiency gains in these emerging countries
  • 5. 5Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Ten use cases show effects of industry 4.0 on the workforce Source : Man and Machine in Industry 4.0, Boston Consulting Group, 2015 Robot-assisted production Flexible, humanoid robots perform other operation such as assembly packing Big-data-driven quality control Algorithms based on historical data identify quality issue and reduce product failure Self-driving logistic vehicles Fully automated transportation system navigate intelligently within the factory Production line simulation Novel software enables assembly line simulation and optimization Smart supply network Monitoring of an entire supply network allows for better supply decisions Predictive maintenance Remote monitoring of equipment permits repair prior to breakdown Machine as a services Manufacturers sell a services, including maintenance rather than machine Self-organizing production Automatically coordinated machines optimize their utilization and output Additive manufacturing 3-D printers create complex parts in one step, making assembly redundant Augmented work and services Fourth dimension facilitates operating guidance, remote assistance and documentation of 7 million people in 40 job families, 23 manufacturing industries in German From 2015 - 2025 (- 610,000) jobs that Production, Quality Control, Maintenance, Production Planning will be reduced + 960,000 jobs in IT Analytics, Data Scientist Software Development, R&D, Robot Coordinator will be created + 350,000 jobs as net increase due to Industry 4.0
  • 6. 6Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Analysis of Thailand’s GDP on a page Source : information from World Bank(2014), NSTDA (2015) 1961 1980 1990 2000 2010 20151970 Two golden decades 7% Post crisis 5 % 3 % New normal -7.6 13.3 2.8 -0.7 7.37.2 11.4 4.6 8.1 0.7 97-98 Asia 11-Flood 15-Drought 08-09- Global 0 67% 11% Poverty80% of 7.3 million poor live in rural 6.7 million were living within 20% above national poverty line and remained venerable to falling back into poverty. Thailand has made remarkable progress in social and economic development and has been one of widely cited development success story, with sustained strong growth and impressive poverty reduction. However, average growth has slowed since 2005.. 1980 1990 2000 2010 80 Agriculture 1980 1990 2000 2010 80 Industry Services 1980 1990 2000 2010 1980 1990 2000 2010 80 Export 40% 13% 44% 75% % contribution to GDP 30% 17% 51% Inequality and disparities remain an issue of the country 80 06-Taksin 14-Yingluck
  • 7. 7Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Middle income trap--- Where are we? Source : World Bank (Atlas method) 2015, quoted in Wikipedia GNI per Capita Norway 93,820 USA 54,960 Singapore 52,090 Japan 36,710 South Korea 27,440 Russia 11,400 Malaysia 10,570 China 7,820 6,550 5,620 Iran Thailand Philippines 3,540 Indonesia 3,440 Vietnam 1,980 Lao PDR 1,730 Cambodia 1,070 Nepal 730 USD High Upper Middle Lower Middle Low 57 12,745 4,125 1,045 56 53 31 Middle Class* Spread Source : Penn World Table, 2013, quoted in What’s middle-income-trap, Akira Kondo,Economic Universe, 2015 1960 1970 1980 1990 2000 2010 100% 20% Thailand Malaysia Korea Taiwan Japan China Indonesia Philippine GDP per Capita of Asian Countries as % of US *3,000 annual household disposable income million 2014 2009 2004 Source : World Bank, CEIC, 2014 50 100 150 9,280 4,730 4,380 3,620Vietnam Philippines Indonesia Thailand USD GDP per Capita Source : IMF, 2013
  • 8. 8Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. From Thailand 1.0 to Thailand 4.0 Agriculture Light industry Heavy industry Deal effectively with disparities and the imbalance between environment and society Continued economic growthHelped upgrade Thai economy from low to middle income Built strong fundament for Thai economy Creativity + Innovation Today
  • 9. 9Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Food, Agriculture, Bio Technology Thailand 4.0 framework Thailand Health, Wellness, and Medical technology Robotics, Smart Devices, Mechatronics Digital Technology, Artificial Intelligence, Embedded Technology Creativity, Culture and High value services Source : based on Dr. Suwit Masincee, Deputy Minister of Commerce’s interview decryption, BrandAge , 2016 5 First S-Curve Next generation automotive Smart electronics Affluent, medical and wellness tourism Agriculture and biotechnology Food for the future 5 New S-Curve Robotics Aviation and logistics Biofuels and bio-chemicals Digital Medical hub
  • 10. 10Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Is Thailand workforce ready for industrial revolution 20132007200119951989 20% 30% Source : SCB Economic Intelligence Center, 2014 Thailand’s informal sector has grown fast since 1997 crisis and 2004 840 Thailand Malaysia Philippines China S.Korea Indonesia India Vietnam Thai businesses face difficulty hiring professional level employee which could take up to 8-10 weeks 12% GDP (%YoY) 0% -2% Annual growth of work age population 4% 2% 0% 81-85 86-90 91-95 96-00 01-05 06-10 11-15 16-201961-65 66-70 71-75 76-80 Source : SCB EIC analysis base on data from US Census, 2014 Source : SCB EIC analysis base on data from US Census, 2014 Quality of education as perceived by countries business community 7 Indonesia Malaysia Singapore Philippines Thailand Vietnam Source : World Economic Forum, 2016 Training Primary educationEducation system
  • 11. 11Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Thailand faces double challenges in preparing its workforce Demands for an upgrade and reskill Demands for structural change Aging society Shrinking population Language Proficiency Long-term competitiveness Income Inequity Environmental Deterioration Infrastructure and logistics Digital skills Creative & critical thinking
  • 12. 12Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How globally competitive are we? Efficiency driven GCI score : 4.6 / 7 34th out of 138 Source : Global Competitiveness Report, 2016-2017, World Economic Forum  Institution Infrastructure Macroeconomic Environment Health & Primary Education Higher Education and Training Goods Market Efficiency Labour Market Efficiency Financial Market Development Innovation 2016 32nd31st 2015201420132012 39th 38th 37th 2017 34th 25th 28th 34th 41st 57th 60h 71th 93rd 89th 98th 106th Bangladesh Nepal Cambodia Sri Lanka Vietnam India Philippines Indonesia Thailand China Malaysia Lao PDR 39th 49th 13th 86thMarket Size Business Sophistication 84nd 18th 43th 54th Technological Readiness 37th 71th 39th 62th 63th
  • 13. 13Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How globally competitive are we? Efficiency driven GCI score : 4.6 / 7 34th out of 138 Source : Global Competitiveness Report, 2016-2017, World Economic Forum  Institution Infrastructure Macroeconomic Environment Health & Primary Education Higher Education and Training Goods Market Efficiency Labour Market Efficiency Financial Market Development Innovation 2016 32nd31st 2015201420132012 39th 38th 37th 2017 34th 25th 28th 34th 41st 57th 60h 71th 93rd 89th 98th 106th Bangladesh Nepal Cambodia Sri Lanka Vietnam India Philippines Indonesia Thailand China Malaysia Lao PDR 39th 49th 13th 86thMarket Size Business Sophistication 84nd 18th 43th 54th Technological Readiness 37th 71th 39th 62th 63th
  • 14. 14Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Thailand - the old man of Southeast Asia Source : Population (% of total by age group) United Nation, 2015 Average age as of 2016 SingaporeIndonesiaPhilippines VietnamMalaysia 65+ 55-59 45-49 35-39 25-29 15-19 5-9 38 41 28 31 40 43 31 33 28 29 23 24 2016 2020 68.1 68.5 261.4 271.8 102.6 108.4 30.8 32.3 94.4 98.1 5.7 6.0 Thailand 20502000 2010 2020 2030 2040 45% Singapore Thailand Vietnam Malaysia Indonesia Philippines Population aged over 60
  • 15. 15Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Golden era of Thailand as manufacturing hub is fading Global Manufacturing Competitiveness 2020 Poland Malaysia Mexico Japan Singapore Indonesia Australia UK Vietnam 20162013 Czech Republic 9 10 11 12 13 14 15 16 17 18 19 9 10 11 12 13 14 15 16 17 18 19 9 10 11 12 13 14 15 16 17 18 19 11th out of 81 Source : Global Manufacturing Competitiveness Index, Deloittle, 2016 3 2005 2010 2015e Manufacturing Labour Cost (USD) per hour Thailand Malaysia Vietnam India Indonesia 5.3% 6.1% 5.9% 5.5% 2.9% Real GDP Growth 2011-15 44% 42% 43% 41% 36% Working population 2014 41 60 56 70 55 Regulation Risk 2013 7.0 4.6 4.9 5.0 5.8 Infrastructure Rating 2013 Malaysia India Vietnam Indonesia Thailand Thailand
  • 16. 16Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. OECD : Organization of Economic Cooperation and Development We are highly susceptible to expanding scope of automation Risk : 72% 10th out of 41 Job at Risk of Automation China 77% 72% Ethiopia 85% India 69% South Africa 67% OECD* 57% Nepal 80% Cambodia 79% Thailand Source : Technology at Work v2.0, Oxford Martin School & Citi, 2016 2013 2014 2015e 2016e 2017e 5 4 3 2 1 China Payback period for robot system Year Current payback period for typical arc welder 1 2 3 4 5 Year Thailand China Japan UK US Germany
  • 17. 17Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How linguistically proficient are we? very low proficiency EPI score : 43 / 100 62nd out of 70 Thailand China Indonesia Hong Kong Malaysia Taiwan Japan Cambodia South Korea Singapore Sri Lanka Vietnam Kazakhstan India Thailand is the only country that declined significantly, while India, Kazakhstan, and Vietnam all showed significant improvements Comparing 2014 vs. 2015 very lowlowmoderatehigh Source : EF English Proficiency Index, 2015 Columbia Venezuela Morocco Algeria Libya Egypt Saudi Arabia Jordan Iraq Kuwait Iran Oman Yemen Jordan Kazakhstan Hong Kong Indonesia Japan South Korea Taiwan Vietnam China Pakistan India Malaysia Singapore Cambodia Kazakhstan Mongolia Sri Lanka Thailand
  • 18. 18Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Better English, higher income, better quality of life, more innovation 0 United Nation, 2014                                           1 R=0.58 Human Development Index           0 United Nation, 2014 60,000 R=0.72 Net Income per Capita                                                    0 World Bank, 2014 Hard                                              easy R=0.61 Ease of Doing Business 0 World Bank, 2012 4.5 R=0.75                                                      R&D Expenditure Source : EF English Proficiency Index, 2015
  • 19. 19Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Low enrolment in higher education Mismatch between topics studied and skills needed Lack of college graduates to fill middle-management positions Insufficient road, airport and power grid capacity Lack of broadband access nationwide Big gap between needed infrastructure investment and public capital Inconsistent governance Bureaucratic overlap and outdated process Inability to keep up with new business models Companies in Asia must cope with three big structural challenges Source : Overcoming Asia’s obstacles to growth, BCG, 2015
  • 20. 20Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Global challengers from Thailand have stood the test of time Attributes of Success Source : Global Challenger, BCG,2016 Continued success100 Become global leaders19 Unable to deliver on promise shrinking and losing money4 Source of success have shifted*70 193 the company was acquire, it adopted a local strategy or still growing but less so than its successors Indorama Ventures Thai Bev PTT China Thai Union Group CP Foods 2 Philippines Brazil India Indonesia 5 Malaysia Mexico 11 28 16 4 3 Turkey Chile 3 South Africa Vision and Culture Ambitious global vision Global culture & commitment to global standard Innovation and Reinvention Continuous innovation for global markets Reinventions and recovery after a major disruption or crisis Talent and Organization Globally competent leadership, global talent acquisition and development Strong global organization model & governance Go-to-Market Model Clear globalization master strategy Successful international M&A and partnerships Localization and adaptation to different markets Operating Model Globally scalable model with optimized footprint Global risk management and process excellence * 5 5 5
  • 21. 21Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Thai government kick-started its efforts to improve nation’s competitiveness brainstorm present prototype Tackle root cause of corruption and increase transparency by making information public Current initiative and efforts Invest in internet infrastructure aiming for Thailand to become an internet center Enhance education system at all levels particularly vocation Incentivize private sector to invest on Research and Development (R&D) Accelerate plan to improve Thailand transportation system Establish melting-pot for innovation and creative idea which lead to generation of value to product and services Improve bureaucratic efficiency by adopting electronic process. On January 18–20, 2016, Thailand’s Ministry of Commerce, partnered with the IMD for an event aimed at improving Thailand’s competitiveness. The three-day event included several interrelated activities and culminated in a highly dynamic and interactive workshop – a Mega Dive. Source : Thailand Mega Dive workshop, Thailand’s Ministry of Commerce and IMD , 2016
  • 22. 22Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Further efforts must focus on structural level Establish independent cross- functional task force for policy coordination, implementation etc. Adopt innovation –supportive attitude and values within organizations Strive to strengthen public sector by promoting transparency and anti corruption practice Strengthen agricultural sector aim to take Thai agriculture to the next level of development Thing to start and/or enhance Develop available talent pool necessary for enterprise and the economy Fully adopt e-government process by adhering to best practice and adopting the centralized platform Establish an overarching national program of innovation Establish a national CEO program for the next generation of senior executive Reduce competitive gap between large enterprise and SMEs brainstorm present prototype Source : Thailand Mega Dive workshop, Thailand’s Ministry of Commerce and IMD , 2016 On January 18–20, 2016, Thailand’s Ministry of Commerce, partnered with the IMD for an event aimed at improving Thailand’s competitiveness. The three-day event included several interrelated activities and culminated in a highly dynamic and interactive workshop – a Mega Dive.
  • 23. 23Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Disruption is an industry phenomenon Source : Adapted from Challenging Convention Workshop (@ Siam City Cement) , Bill Fischer, 2016 for Kodak Digital Nokia Apple Borders Amazon Blockbuster Netflix It was Taxis Uber Marriott Airbnb MaterializeExploreUnderstand Design Thinking is a hands-on, user centric approach to problem solving that can lead to innovation, and innovation can lead to differentiation and competitive advantage. source : Design Thinking 101, Nielsen Norman Group, 2016 empathize define ideate prototype test implement Our future will look like We know what to do and how to do it? What if, somebody disrupt everything Our business today
  • 24. 24Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Key trends reshaping HR organization Insight Driven HR Talent management meet the sciences of human behaviors Navigate risk and privacy in a more complex world HR in The Digital Age Digital radically disrupt HR Social media drives the democratization of work Global Scale of HR The global talent map loses its borders Tapping skills anywhere anytime Agile HR HR Drives the agile organization The rise of the extended workforce Evolution of Talent Work Deliver seamless employee experiences Managing your people as a workforce of one Sources : Future of HR, Accenture, 2014
  • 25. 25Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Digitalization is not merely incorporating technology – but people Source : Digital Transformation ; What is it & What does it mean for human capital, The Conference Board, 2016 Organization Design Performance Management Leadership Learning & Development Talent Acquisition Optimal Mix of Technology & People Culture Employee Engagement Structure of Job Compensation & Benefit Talent Management
  • 26. 26Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. The future of work remain untouched Unable to be replaced by machine are in collaboration with machine/ algorithms Run with the machine Source : Digital Transformation of Industries, World Economic Forum in collaboration with Accenture, 2016 are completely new Run faster than the machine all disappear Lost the race against the machine
  • 27. 27Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. How should companies respond? Source : based on Man and Machine in Industry 4.0, Boston Consulting Group, 2015 Upgrade and re-skill current employee Projected the skills/capabilities needed Retain , re-skills current workforce to keep pace with technology used blended approach for on-the-job training Train for broader set of skill for employee to perform variety of tasks Adopt new work and organization model Introduce network of team Rethink decision making authority , flatter organization Revise regulation to enable use of technology for work and innovation Redefine leadership development, career path, performance management Recruit for industry 4.0 Focus on capability instead of degree and qualification Look for learning agility, creativity and adaptability Balance between digital, soft and leadership skills Engage in strategic workforce planning Use analytic to produce comprehensive gap analysis of supply vs. demands Optimize extended workforce Properly balance manpower planning approach i.e. buy – build – boost – borrow -man/machine
  • 28. 28Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. HR Breakathon – in 24 hours, HR will never be the same On February 18, 2016, Cisco HR ran the 1st global HR Breakathon– an event dedicated to hack those “little-big thins” hindering HR from providing people experience they want to deliver at Cisco 116 cities, 39 countries, 16 timezones encompassed 120 teams cross global locations included 821 participants from HR as well as other functions involved 65 percentage of HR population covered 105 ideas submitted It starts with having everyone at Cisco believe they are empowered to make change and even for issue that they do not have control. Design thinking focuses on creating and employee experience that is intuitive, engaging and mirrors a customer experience.. Provide participants with guidance on how to identify a problem and work with small team to create solution.. Entire process was 24 hours and in the end generating 105 new HR solutions covering across HR disciplines
  • 29. 29Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Strategic Partner Functional Expert Services Provider HR as a Transformation enabler and Strategic partner Focus on reliable and efficient execution of core HR services including • Payroll • Employee data • Record keeping • Training administration • Time management Be “at the table” for senior leadership discussion and help shape transformation strategy Understand the business transformation requirement and how they will affect people and the organization Assess HR’s capability and capacity to response in each HR disciplines and address any gap Mobilize HR resources and operate in an agile mode to support the transformation Transformation Enabler Focus on providing expertise in and advice on core HR disciplines • Recruiting • Compensation & benefit • Learning and development • Performance management • Labour relation • Mobility Frame and raise strategic people and organization issue and priorities Adapt the HR operating model to enable HR to engage with the business transformation as a strategic partner Share perspectives on how to set up transformation initiatives for success Source : Transformation, the imperative to change, BCG, 2014
  • 30. 30Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Source : What’s next for HR ?, CEB Corporate Leadership Council, 2016 Key priority and trend for HR leaders Next Generation Functional Effectiveness Workforce of the Future The Collaborative Enterprise Analytic Transformation of Talent Work has become increasingly horizontal, yet HR technology , capabilities and workflow are still designed to support vertical organizations Workforce is more diverse than ever, and traditional career paths and other employment offerings are not keeping up with the needs of top talents Despite years of focus and investment in HR strategy and structure, 80% of business leaders rate the HR functions as ineffective. In particular traditional HR models struggle with change Despite enormous promise of increased data availability, analysis from HR remains among the least trusted by business leaders across functions
  • 31. 31Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Organization isAn aggregation of individuals System of interacting elements Deficiencies of individual Organizational effectiveness and performance will be enhanced by Improving employee knowledge, skills and attitude So. the prime target for development is The organization – followed by training for individual The invidual Source : Why leadership training fails, Michael Beer (published in Havard Business Review), October 2016 Innovation needs “fertile soil ” before the “seed ” From To Problem of organizational behaviors and performance stem from Poorly designed and ineffectively managed system Changing the systems to both support and demand new behaviors that enable learning Unclear direction on strategy and value Senior executive who doesn’t work as a team and have not committed to a new direction A top-down laissez-faire style which prevents honest conversation about problem Lack of coordination across functions and company Inadequate leadership time and attention given to talent issues Employee’s fear of telling senior team about obstacle to organization effectiveness Barriers to organizational excellence Senior team clearly define vision & strategic direction After receiving insight, team diagnose barrier, then design system to overcome the barriers Day-to-Day coaching and consultation help people become more effective in the new design Provide training where needed Use metric of individual and organizational performance to gauge success Adjust talent management system to sustain change. Enabler to organizational excellence
  • 32. 32Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. STAR model – the hardware of organization Source : The STAR model, Jay R. Galbraith, 1995 Structure ProcessReward People Strategy Different strategies = Different organization There is no one-size-fits-all organization design that companies regardless of their particular strategy needs- should subscribe to. Organization is more than structure Most design effort invest far too much time drawing organization structure which is only one facet of organization design and far too little on process and reward. Alignment = Effectiveness An alignment of all policies will communicate a clear and consistent message to the employee STAR model consists of five components that leader can control and that will affect employee behavior. The manager can influence performance and culture, but only acting through the design policies that affect behavior
  • 33. 33Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Enhancing speed and agility through Network of team E 1 SVP E 5 E 8 E 2 E 6 E 3 Cole E 4 E 7 D 1 D 2 D 3 P 3 E 0 D 0 P 0 E 9 Source (1) : The Hidden power of social network, Robert L. Cross and Andrew Parker, HBS press, 2004 Formal Structure Informal Structure Source (2) : The Rise of Team, Global Human Capital Trends 2016, Deloitte University Press, 2016 The Rise of Teams Move people into customer-product or market and mission- focus team led by team leader who are expert in their domain Enable people to move from team to team as needed and then ensure that people have a home to return once project done Teach and encourage people to work across team using techniques like “hackathons” open office space that promote collaboration and job rotation Empower team to set own goals and make own decision within context of overarching strategy or business plan. Replace silos with information and operation centers to share integrated information Organize team around mission, product, market, customer needs rather than business functions. Shift senior leaders into roles focus on planning, strategy, vision, culture and cross-team collaboration P1 P 2 Exploration E 0 Drilling D 0 Production P 0 E 1 E 5 E 2 E 6 E 3 Cole E 4 E 7 E 8 E 9 D 1 D 2 D 3 P 3 SVP
  • 34. 34Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Optimizing network of team as a solution to resource constraint BusinessPriority Current HR capacity and capability levelModerate Strong H L Increase capacity and improve capability Possibility to scalable capacity or improve capability Maintain current capacity and capability Possibility to scalable capacity or improve capability Maintain current capacity and capability Possibility to allocate capacity to higher priority and maintain capability Maintain current capacity and capability Possibility to allocate capacity to higher priority and improve capability Re-allocate capacity to higher-priority
  • 35. 35Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Managing performance is being challenged big time Annual Cycle Numerical Rating Forced Curve Backward looking Complication Simplification Forward looking On-going No-rating Manager’s Discretion Improve quality of conversation Give more time for informal feedback Differentiate pay accurately Improve employee engagement Provide ongoing, not episodic, performance feedback Make performance reviews forward looking, not backward looking Include other not just manager, feedback in evaluating performance From To So, we will Source : The Real Impact of eliminating performance rating, CEB, 2016 Performance Review Cycle after removing rating EmployeePerception ( + ) ( - ) It was initial huge boost in morale, employee felt good that we were removing the process they thought they hate most Initial euphoria our performance and pay systems began to look like black box. Without visible symbol of rating, employee don’t understand the process behind them Reality set in n = 9,686 Here is the reality Managers’ time spent 36 hrs. 7 hrs. 6 hrs. 24 hrs. newexisting 14% 14% newexisting Quality of conversation 8% newexisting Employee perception of Pay Differentiation 1 2 3 4
  • 36. 36Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Increasing utilization of extended workforce – an robotics source : The rise of the Extended Workforce, Accenture, 2015 Percentage to workforce Small percentage Type of work performed Primarily low-skilled, low-value Location of work performed At the office Large percentage Increasingly high-skilled, high value knowledge work Perform task remotely from anywhere Reason for becoming extended worker Involuntary – difficulties finding a job Voluntary – attraction to flexible work schedules , roles and access to interesting work Why company need them? Address an immediate need Gain agility and access to top talent Who manage them? Procurement with a cost orientation or line manager individually HR with a strategic orientation and input from the function Corporate perception Asset to be managed at cost Individual to be managed for value How to recruit them? Through temp agencies Through a variety of sources – e.g. platform of freelancer, on-line social networks, alumni/retiree networks, outsourcing providers Talent management practice none Strategized and applied New RealityOld Reality Redefine HR customers Not only employee but extended workers and probably robotics or cognitive technology as well Collaborate among expertise Everyone from procurement, legal, finance and HR Use analytic to decide needs When to use, from which pools, for which tasks , at which cost Forge new relationship with partnering organizations Evaluate their talent management practice and include that into service agreement Rethink HR practices To enhance experience of extended workforce.
  • 37. 37Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. 15 14 19 Association Specific General Job Boards 78 78 70 33 33 38 Company Specific Source : Global Workforce Index, Kelly, 2014 Rise of social media trends impacting talent acquision 85% 31 19 General Job Boards Association specific Company specific 10 Aggregator Preferred online job boards Preferred way to apply for job? Digital / electronic resume 81 82 76 15 13 19 Tradition Gen Y Gen X Boomers Use social media network when making employment decisions? search for jobs via social media than traditional methods? 67 27 29 33 36 38 45 45 52 53 53 53 60 66 66 Malaysia Indonesia India China Singapore South Africa France Netherlands Hong Kong Brazil UK US Switzerland Germany 70 30 32 33 37 38 40 41 43 47 49 51 57 60 64 Indonesia India China Malaysia Netherlands Hong Kong Norway Canada Switzerland Germany Brazil UK New Zealand US 6 4 3 VDO resume Gen Y Gen X Boomers 84% 9 7 Electronic resume Tradition VDO resume Thailand Thailand
  • 38. 38Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Source (2) : Recruiting talent in the digital age, The Conference Board, 2014 It requires new thinking on relationship btw. employee and employer 37 million 1 Number of Thai users 2016 Articulating mobile strategy Simplify application process , rethink design, navigation the use of text and video and experience. Use it to connect, interact and engage with candidates Creating meaningful candidate experience Aim to build and nature a net work of talent than to fill a particular requisitions. This include sharing company social story in an organized manner and lastly, manage “black hole” experience in personalized and timely manner Transforming employee into recruiter Leverage employee social network to actively connect with and engage pools of talent and ultimately recruit on the company’s behalf Measuring what matters Focus more on how engaged prospective candidate are with the company - what they see and do - than number of followers. Using social media for recruitment EU ASIA US Recruiter Job seeker Distribute CV/resume Professional networking Search for advertisement Submit applications Research recruiters Research employer’s page Personal branding What other say about company Job seekers use them for Source (1) : Work Trend Study- Discover future of social recruitment and smartworking Adecco, 2015 40
  • 39. 39Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Emancipated employee -a new type of workforce Work anytime, anywhere Share Information Expect democratized learning Create own career ladders Specialization Collaboration Flexibility Decentralization Well informed Intellectually autonomous Unresponsive to claims of compliance & hierarchy Part of the leadership process ValuesWork Habits Source :Future of leadership in a changing workplace, Bersin by Deloitte, 2016
  • 40. 40Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. R-E-A-L - the future of leadership in a changing workplace Source :Future of leadership in a changing workplace, and Leadership awakened, Bersin by Deloitte, 2016 Resolve Engagement Authenticity Limitlessness Determination Involvement, Commitment Ethics, Transparency Thinking beyond boundaries Share purpose Communicate a vision Make decision confidently Solve problem Demonstrate mental presence Listen, ask, support, guide Show genuine interest Exhibit approachability and responsiveness Follow high ethical standards Act according to moral code Communicate honesty and transparently Encourage open debate See the big picture Challenge status quo Question established principle Recognize blind spots Focus on renewal and change Broaden and deepen capability Today’s leaders need both traditional leadership capability and new skills. Rotation across business may be effective Focus on young , diverse leaders Identifying future leaders as early as possible Take a fresh, hard look of leadership development strategy Is the current strategy delivering the impact, results, leadership pipeline and caliber for the future Build program on data & analytic Rigorous analysis and evidence should inform every step of the leadership development process Rethink leadership investment Spending more and spending more wisely, with focus on evidence and result is very important
  • 41. 41Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Source : Global Human Capital Trends 2016, Deloitte University Press, 2016 Digital HR - a revolutionary opportunity New Social Contact Digital Technology Challenge HR to start with a digital first Redesigning, delivering, operating HR base on mobile and cloud solution Embrace design thinking and leverage agile approach to its delivery Understanding employee experience before adopting SMAC then integrating team to deliver prototype and solution Imagine employee experience in real time Digital will enable real-time access, decision making and result. HR team should adopt more real-time and digital first operation rather than process, forms and transactions Learn, share and enable digital experience Learn from early digital adaptors e.g. Marketing and in turn help develop enterprise’s digital mind-set and capability Integrate analytics and reporting as part of digital platform, not add on HR process should provide manager real-time information could provide good analysis for a practical solutions Demographic Upheavals Rate of Change
  • 42. 42Siam City Cement Public Company Limited ©SCCC | All Rights Reserved. Time to reimagine HR capability development Speak business language Get insight of stakeholder experience Strengthen stakeholder relationship Provide sound and practical solution Maximize technology integration Secure support for Recommendations Influence key Business Decision From HR Functional Expert Reactive Process Focused Problem Solver Strategic Business Partner To Proactive Business Driver Challenger Building Analytical Foundation Understanding Business Drivers and behavioral economies Identifying & Diagnosing Challenges Leveraging Analytics for impact solution Understanding Financial Statements Understanding Financial Metrics Building the Economics of a Business Case Improving Financial Acumen Understanding Stakeholder needs Communicating the narrative of a business cases Sourcing stakeholder agreement Obtaining Stakeholder Commitment Developing Digital Competence Have worked across HR and with multiple BU 69% Have worked overseas 36% Have advised other firms as a consultant28% Have research experience 28% Source : What successful HR professional do and( adapted from ) Developing HR Business Partnership, CEB 2015 How to develop
  • 43. tasporn.chantree@siamcitycement.com THANK YOU All information contained in this presentation has been produced base on publicly available information from various sources. Should you have any comment to make regarding topic presented and their content, please contact https://th.linkedin.com/company/siam-city-cement and https://www.facebook.com/sccccareers You may directly download this presentation via