DPU Global-Thai HRD_071121

Dr. Kosit Fuangswasdi 1

B. Sc. Geology, Chulalongkorn University
MBA (Int’l) Sasin School of Management, Chulalongkorn University
PDA (Int’l) Mahachulalongkornrajavidyalaya University

Chairman, Tha Chang Green Energy
Chairman of Enterprise-wide Risk Management Committee, Prima Marine Pcl.
Director, Sea Oil Pcl.
Director, Prima Marine Pcl.
Managing Director, KMAN Consult Co., Ltd.
Chartered Director, Thai Institute of Directors

Visiting & Adjunct Lecturer: Thai Institute of Directors
Thai Petroleum Technical Institute, Petroleum Institute of Thailand

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

Global Vs. Thailand HRD Situations and Trends 2

System Check
 Sound check
 Response check
 Signal check
 Chat check
 Questioning and Microphone check
 Language check

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

Agenda 3

 HRD?
 HRM Evolution
 HCM
 TMS
 HPO
 Global Organization
 Case Study: Apple
 Global HRD Vs. Thai HRD

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

What is HRD?

A Bt20 question?

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What is HRD?

Hollie Delaney – Zappos! Henry Jackson – SHRM Dave Ulrich – Professor
Social interaction Social & Technology Academic & Researches

Felicia Fields – Ford Motor
Employee engagement

Dianne Mills – Paypal
Value to customers

Alice Harmon – Evernote
Innovative & motivation HR

Kalen Holmes – Starbucks Kris Dunn – Kinetix
Visioning HR Talent DB

Laszlo Bock – Google Steve Browne – LaRosa’s Inc.
Work life benefits People skill

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What is HRD? 6

Global Top HRD calibers

 Employee engagement
 Social interaction
 Enabling technologies
 Academic expertise
 Continuous self-learning
 Value to customers
 Innovation
 Motivation
 Talent management
 Visioning
 Work-life benefits
 People skills

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

What is HRD?

Global Top HRD calibers Top HR Leaders

 Employee engagement  Leadership development
 Social interaction  Change management
 Enabling technologies  Creating effective Training & Development programs
 Academic expertise  Attracting and Retaining top talents
 Continuous self-learning  Ensuring flexibility in work arrangements
 Value to customers  Better compensation
 Innovation  Creating healthy work culture
 Motivation  Role model
 Talent management
 Visioning
 Work-life benefits
 People skills

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HRM Evolution

The U.S. HRM History 8

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

HRM Evolution

1890-1920:
• Industrial revolution
• Industrial Betterment
• Labor force Vs. Employee loyalty

Creation of Industrial Welfare and Scientific Management

“Workers need to be treated as people, not as expendable resources by a company”

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HRM Evolution

1920s – 1950s:
• Born of HRM
• Birth of Personnel Department
• Origin of Manpower Development
• First history of ‘Human Capital’

“Employees had opportunities to learn on the job and be compensated fairly for
their effects, and become more valuable to the organization.”

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HRM Evolution

1960s – 1980s:
• Equal Pay Act 1963
• Civil Rights Act 1964
• Official Human Resource Department for compliance
• Herzberg’s Two Factor Theory*
• Deci and Ryan’s Self-Determination Theory*
• Integration with Organization Management and Industrial Psychology
• Realization of employees’ need for achievement, advancement, and recognition against

personal skills and interests

“Workers need certain rights to be considered for a job, but they also need
psychological motivators including autonomy, purpose and mastery to excel in their
work.”

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HRM Evolution

1990s – 2010s:
 HRM & HRD complexity, driven by technology
 Shift toward forward-thinking culture
 Work-life balance
 Birth of SHRM (moving from labor-based and process-centric to services-focused and

worker-centric)
 Battle for top talents
 Global competitive business environment driving for integrated business strategies and

complex HRM & HRD

“HRM responsibilities reach far beyond administrative and compliance
accountabilities. Strong relationship between business strategies and recruitment
and retention of top talents, and value optimization.”

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HRM Evolution

“ We all love learning and being a part of a great team, people want a different
thing of work, they don’t want money to service only, but intrinsic benefits”
Peter M. Senge (1992): Learning Organization

5 Learning Organization Systems
1. Systems thinking (seeing a big picture)
2. Personal value/market (Vision, Quality)
3. Mental model (IQ Vs. EQ)
4. Building shared vision (Purpose & Passion)
5. Team learning

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HRM Evolution

Tomorrow HR 14

 Embrace technology & analytics
 Understand employees’ life stage
 Change the mindset (from administrative roles to innovation)
 Shift from being reactive to proactive
 Communicate with story telling on brand

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

HRM Evolution

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HRM Evolution

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021 HCM
Business Partners

16

HRM Evolution

HR Function Evolution

Welfare Officer Personnel Industrial Compliance Strategic HR
Management relations Officer
• Strategic
 Paternalistic • State/Trade • Trade Union • Focus on business
partner
role Union negotiation improving
 Care for • Policy • Change agent
partnership efficiency and • Employee
injured and • Management adherence
• Regulation of effectiveness champion
sick employees of absence, • Administrator • Centre of
 Protection of pay
training and and functional excellence
women & • Shared
recruitment and technical
children • Productivity services
expert
improvement • HR generalist

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HCM

HCM Strategy

HCM Goals

People HR Employee Business Employee HC-Business
processes functional feedback performance performance HC evaluation performance
scorecard
data data (BSC) data analytics

HCM KPI & OKR

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HCM

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HCM

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HCM HRM
HCM

 People are ‘costs’ (Mayo, 2001)
 People are significant cost, should be managed

accordingly (Kearns, 2005)
 HRM are service support based on functional

duties (Kearns, 2005)

 People are ‘assets’
 People are value added, not overhead
 HCM is a partner of senior executives as a

business partner in the system based of value

adding

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HCM

HCM 4 HCM Fundamental Objectives

 People are ‘assets’ 1. To determine the impact of people on their business
 People are value added, not overhead and then contribution to value (performance and
 HCM is a partner of senior executives as a distribution)

business partner in the system based of 2. To demonstrate the human resource practices, produce
value adding value for return on investment

3. To provide guidance on future human resource and
business strategies

4. To provide data that will inform strategies and practices
designed to improve the effectiveness of people
management in the organization

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TMS
Why HCM not deployed globally?

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TMS

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TMS

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TMS

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TMS

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TMS

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TMS

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TMS

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TMS

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TMS

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HPO

Quality of Employees Quality of Management
Openness & Action Orientation

Long-term Orientation Continuous Improvement & Renewal

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Quality of Management

 Trust  Result-oriented HPO
 Integrity  Effectiveness

 Role Model  Strong Leadership

 Decision Making  Confidence
 Decisive to no-performers Openness & Action Orientation
 Action Taking

Quality of Employees  Coaching for Success  Accountability  Employee Engagement

 Inspiring organizational members to  Communication, Knowledge Exchange, Learning
 Pareto
accomplish extraordinary results  Allow for mistakes
 Trained to be resilient and flexible  Welcome Change
 Diversified and complementary workforce  Performance driven
 Partnerships with suppliers and customers

Long-term Orientation Continuous Improvement & Renewal

 Relationships with stakeholders  Clear and distinct strategy
 Customer service  Continuously improved processes
 Management-Organization relationship  Simple and simpler
 Career advancement  Aligned
 Work security to all  Explicitly reported & transparent
 Information sharing to all
 Continuous innovation on core competencies
 Continuous innovation on products, processes and services (PVI)

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Global Organization

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Global Organization

 Global Organizations share and source resources on a global basis.
 Going global does not mean just doing business abroad.
 Global Organization needs harmony between diversified cultures.
 Global organizations move resources and materials seamlessly across different countries for

optimum competitive advantage.

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Global Organization

 Global Organizations share and source resources on a global basis.
 Going global does not mean just doing business abroad.
 Global Organization needs harmony between diversified cultures.
 Global organizations move resources and materials seamlessly across different countries for

optimum competitive advantage.

What do you call these companies?

1. Operate within the boundaries of the country.
2. Establish identical units in different countries and markets.
3. Share and source resources worldwide to provide superior quality product/service at the

lowest cost possible.

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Global Organization

Essential Organizational Components of Globalization

Global Strategy/Structure Global Corporate Culture Global People Management

Effective Global Strategy
Leadership Team
Global Message
Change Management
Organization Structure

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Global Organization

Essential Organizational Components of Globalization

Global Strategy/Structure Global Corporate Culture Global People Management

Effective Global Strategy

Leadership Team

Business Leaders A company with different cultures but no national identity.

Functional Leaders
Human Resources Specialists A company with Global Identity.

Global Message Opportunities Vs. Threats Realities of current business environment
Change Management Red Ocean Vs. Blue Ocean Cost advantages of global sourcing
Organization Structure Competitive advantages
New opportunities that global sourcing could potentially create

Company’s commitment towards employee’s and shareholder values

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Global Organization

Complexity of Change

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Global Organization

John Kotter
MIT

Why Ally Vision Talk Empower Now Build Root

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General Global Organization The Eight-Stage Process of
Management Model Creating Major Change by Kotter
Lewin’s Three Step
Step 1: Behavior Change Model
Analysis

Step 2: Unfreezing 1 • Establishing a Sense of Urgency
Objective Present 2 • Creating the Guiding Coalition
level 3 • Developing a Vision and Strategy
Setting 4 • Communicating the Change Vision
Step 3: Step 4: Moving to 5 • Empowering Broad-Based Action
Planning Realization a new level 6 • Generating Short Term Wins
7 • Consolidating Gains and Producing more change
Step 5: Re-Freezing 8 • Anchoring New Approaches in the Culture
Control the new
level

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Global Organization

Essential Organizational Components of Globalization

Global Strategy/Structure Global Corporate Culture Global People Management

Global corporate culture is a worldwide system of shared goals, values, and behaviors.

Material culture Legal environment

Education & Values Culture Language HOW?

Political environment Social structure

Building global corporate culture is not a one-time effort but an ongoing task.

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Global Organization

Essential Organizational Components of Globalization

Global Strategy/Structure Global Corporate Culture Global People Management

Adaptability to diversified cultures
Generalized expertise across all areas of the enterprise

Ability to see opportunities and limitations
A sense of reality

Operational effectiveness
Ability to take quick decisions
Ability to keep all top talents
Ability to transfer the required sense of urgency across boundaries
Being sensitive to gestures in different countries
Understand the root cause of the problem and know how to handle in foreign countries
Ability to motivate and inspire across cultures
Able to understand various cultures

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Global Organization

Mapping the IHRD boundaries

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Global Organization

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Global Organization: Apple

Apple’s Strategic Human Resource Management

Internal Environment External Environment

Apple’s SHRM Model  Political factors
 Economic factors
Maximizing RoI by minimizing risks while  Competition factors
capitalizing on human capital
HRM is charged with recruitment and selection,
leadership development, incentive
compensation, employee development, and
employee relations among others

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Global Organization: Apple

Apple’s Strategic Human Resource Management

Internal Environment External Environment

Apple’s SHRM Model  Political factors
Economic factors
Recruitment & Selection  Competition factors
DE&I and EEO 

Employment benefits and compensation

Employee appreciation and recognition

AI enabling Career opportunity thru job enrichment*

Training & Development

Career network

Rewards and bonuses

Global culture MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021 48

HRD significantly influences the local and national economy through 49
the development of workforce skills and intellectual capital

Michael Marquadt and Nancy O Berger (2003)

HRD has a responsibility to create a profession that is morally
responsible, beyond economic short sighted economic gain,
behaviorally oriented psychological fulfilment or bounded or
limited worldviews

(Tim Hatcher, 2003)

MPA Special Lectures Dr. Kosit Fuangswasdi, July 2021

Talented human resources and a strong base of advanced knowledge and technology are
the main sources of industrial competitiveness. Without a national level effort at strategic
and systematic management of human resources, it will be difficult for Korea to catch up
with the advanced industrial countries. If a high quality workforce can be secured, Korea
will be able to overcome the limitations imposed by geography and the economy of scale
by importing raw materials from overseas and attracting foreign investment’

(Republic of Korea, 2004)

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