Human Capital & Performance Award 2023

INTRODUCTION

Human Capital Digital Transformation is the process of changing operational Human Capital (HC) processes to become automated and data-driven.

According to Deloitte’s 2017 Human Capital Trends report: ‘It’s about HR teams taking up the dual challenge of transforming HC operations on the one hand, and transforming the workforce and the way work is done on the other.’

So, rather than HC digital transformation being just about HC, it’s a metamorphosis that involves organizations as a whole. Or at least it should, in order for it to be successful.

First things first. As a rule of thumb, any HC transformation, whether it is a digital one or not, has to take place with a clear objective in mind. It has to make business sense.

Too often still, companies seem to give in to peer pressure; their competitors all ‘do digital’ so they feel like they have to do something too. But digitalizing certain HR processes just for the sake of it is never a good idea. It leads to the implementation of (expensive) technology that doesn’t meet the actual needs of the business. Needless to say, this totally defies the purpose of a transformation.

These are distinguished six stages of digital transformation:

  1. Business as usual – This one is pretty self-explanatory.
  2. Present and active – Various experiments throughout the organization drive digital literacy & creativity.
  3. Formalized – This is where the business relevance comes in. If it’s not relevant for the business, the leadership shouldn’t support it – although that’s not always the case, unfortunately.
  4. Strategic – Individuals realize the power of collaboration. Their shared efforts and insights lead to new strategic roadmaps.
  5. Converged – This is where a dedicated digital transformation team is formed to guide the company strategy and operations.
  6. Innovative and adaptive – Digital transformation has become the new ‘business as usual’ and a new ecosystem is established.

 

OBJECTIVES

Mapping the problems and challenges faced by companies, especially Human Capital in the era of the COVID 19/New Normal Pandemic

Identify the factors that determine the success of human capital in the era of the COVID 19/New Normal Pandemic

Companies can measure and assess the performance and effectiveness of the Human Capital Strategy, in carrying out Business Transformation carried out by the company and comparing it with other companies

As an arena for the dissemination of ideas, ideas and knowledge between study participants regarding the implementation of the Human Capital management strategy, as well as the development of innovation and Business Transformation so that they can present products or services that are faster, cheaper and better so as to provide greater benefits to companies, consumers and stakeholders others, especially in the era of the COVID 19/New Normal pandemic

CATEGORY

CRITERIA

  • An innovative approach to people management, taking into account challenges to your industry and the business model in which you operate. Judges will consider the scale of your team and service provision, please ensure this is clear. Context is important, so please include this to give the judges a clear picture of the team, the kind of resource available and the business environment in which your organisation operates.
  • A clear narrative that demonstrates how the team is having an impact on other functions and the wider business.
  • Evidence of success: how has your team strengthened the organisation – please use metrics, anecdotes and case studies. Judges will consider feedback from customers and how this is sourced.

 

CRITERIA

  • An innovative approach to people management that judges won’t have seen before which shows the passion of the HR team to make it work despite the challenges of your particular country/region, and/or sector.
  • A clear narrative that demonstrates how the people strategy is having an impact on the organisation, and a plan for how its ambitions are committed to longer-term strategy.
  • Evidence of success: return on investment (ROI) and how it has strengthened the organisation. ROI must be backed up by metrics with a clear demonstration of related KPIs, goals and outcomes.

CRITERIA

  • Real innovation in recruitment and retention – and the application’s ability to demonstrate that.
  • A clear narrative that demonstrates why the strategy was implemented, its goals, KPIs and how it is having an impact on the organisation.
  • How the recruitment and retention strategy ties-in with the organisation’s employer brand.
  • Evidence of success: how it has strengthened the organisation, please use metrics with supporting anecdotes and case studies where appropriate

CRITERIA

  • An innovative L&D strategy that addresses an important business issue.
  • A narrative that illustrates how the strategy was implemented and the journey from implementation to success.
  • Evidence of genuine board-level commitment to learning and development
  • Evidence of success: return on investment and metrics. Judges will look for evidence of impact and how this is evaluated.

CRITERIA

  • A clear narrative that demonstrates why technology was implemented, the business case for it and how employee buy-in was gained and retained.
  • Genuine innovation considering the organisation’s context. Judges will appropriately compare an organisation’s spend to the type of technology implemented.
  • Evidence of success linked to the original business case: return on investment and metrics showing how it links to employee engagement and productivity.

CRITERIA

  • An innovative talent strategy that addresses an important business issue.
  • A clear narrative that demonstrates how the strategy is having an impact on the organisation.
  • Evidence of success: overall outcomes and impact of the talent management strategy must be showcased, and metrics are important. Judges will look for return on investment and the impact the strategy has made since implementation.

CRITERIA

  • An innovative communications strategy that addresses an important business issue. Judges will look at the different communication channels used and their relevance.
  • A clear narrative that demonstrates the strategy’s scale, the impact it is having and how it reaches into the wider organisation.
  • Evidence of how the communication process has proved effective in the uptake, as well as its medium and long-term impact.
  • Evidence of success: return on investment and how it has strengthened the organisation – please prioritise metrics, anecdotes, customer feedback and case studies are also welcomed.

CRITERIA

  • An innovative wellbeing strategy that addresses an important business issue and links to the business case.
  • A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy.
  • Evidence of success: return on investment and how it has strengthened the organisation – please prioritise metrics. Anecdotes, staff feedback and case studies also welcomed. Judges will award extra points to entries that demonstrate how the strategy is linked to engagement and productivity levels.

CRITERIA

  • A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy.
  • Demonstrate why the strategy is innovative in its given context (e.g., an acknowledgement of external challenges, for example public sector austerity)
  • Evidence the strategy is a good fit for the workforce.
  • Evidence of success, including return on investment and how it has strengthened the organisation, please use metrics, anecdotes and case studies.
  • Demonstrate how the strategy has benefited engagement, retention, productivity and other relevant measures.

CRITERIA

  • A clear narrative that demonstrates why the strategy was implemented, what its objectives are and what has been achieved.
  • Evidence of success, including how it has benefited the community, please use metrics, anecdotes and case studies.
  • Demonstrate how the CSR initiative/strategy is linked to corporate and HR strategy and benefits the business.

CRITERIA

  • An innovative change/transformation programme that makes a clear business case for change.
  • How effectively the programme is communicated, implemented and measured, including how it has overcome any resistance.
  • The role that HR has played in the programme, such as when HR was brought into the process and its impact.
  • Evidence of success: how it has strengthened the organisation, please use metrics, anecdotes, customer feedback and case studies.

CRITERIA

  • An innovative engagement strategy that addresses an important business issue which is clearly explained.
  • A clear narrative that demonstrates how the strategy is having an impact on the organisation, including metrics on improvements to engagement and productivity levels and other relevant measures. Medium and long-term impact should be addressed.
  • Evidence of how the engagement strategy is linked to and improved key business objectives and outcomes.
  • Evidence that the HR team has considered how to define employee engagement according to their context and thought holistically and strategically about the levers that will impact engagement.

CRITERIA

  • A clear narrative that demonstrates why the D&I strategy was implemented, how it is linked to broader business strategy and how it is embedded within wider company ethos.
  • Inclusion as paramount – the strategy should focus on all of the organisation’s members rather than a siloed group and demonstrate how diversity, equality and inclusion is embedded across the organisation.
  • Evidence of how the organisation collects diversity and inclusion data and how it is analysed.
  • A narrative on the strategy’s implementation, communications and success.
  • Strategy impact evidenced by strong data and metrics. Anecdotes, employee/customer feedback and case studies are optional.
  • Evidence the D&I strategy is part of the corporate ethos, not just in terms of employment but also in how it serves customers.

CRITERIA

  • An innovative L&D strategy that addresses an important business issue.
  • A narrative that illustrates how the strategy was implemented and the journey from implementation to success.
  • Evidence of genuine board-level commitment to learning and development
  • Evidence of success: return on investment and metrics. Judges will look for evidence of impact and how this is evaluated.

CRITERIA

  • A clear narrative that demonstrates why the strategy was implemented and how it is linked to broader business strategy.
  • A thorough understanding of the strategy’s impact, using metrics, evidence and case studies to demonstrate positive change on recruitment, retention and employee engagement rates.

CRITERIA

  • The immediate response based on the individual challenge faced by the organisation, measures put in place to keep employees safe, communication during the crisis and how different departments have collaborated effectively.
  • A focus on metrics, evidence and the roadmap leading out of the crisis. Strategies should include, if relevant, how the organisation varied its approach dependent on job roles and how company culture was maintained throughout.
  • What learning and improvements will be carried forward into new ways of working and future employment practices.

CRITERIA

  • Having best vision for the corporate future
  • Success to motivate employee for achieving the corporate goals
  • Being able to accept that and change direction for any changes in industry, sector and business that have a profound impact on strategy, priorities.

CRITERIA

  • An overview of initiatives and strategy pioneered in the past 12-months and their commitment to diversity and inclusion, including metrics
  • Details of how they share best practice
  • Evidence of collaboration with leadership and other departments

CRITERIA

  • A clear narrative of what has been achieved and in what context – how much experience does the candidate have? What sector do they work in? What is the candidate’s background and personal development? This will help the judges compare entries.
  • Evidence of the impact the candidate has had on the HR strategy of the organisation in which they work – metrics should be prioritised for this.
  • Testimonials from HR and other business leaders on how the candidate has added value to the organisation.

CRITERIA

  • Having good knowledge of company
  • Evidence of collaboration with leadership and other departments

COMING SOON

Dengan segala puji syukur, Malam Penganugerahan ” Human Capital & Performance Award 2023″ rencananya akan dilaksanakan pada :

HARI/TANGGAL : RABU, 29 November 2023
JAM : 15:00 – SELESAI
TEMPAT : HOTEL MULIA – JAKARTA

Acara akan berlangsung dengan menjalankan Protokol Kesehatan yang di wajibkan Pemerintah Republik Indonesia.

DAFTAR SEKARANG