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Nurturing

#Digital_Talent_for_Digital_TELKOM

Dharma Syahputra
Chief Human Capital Development & Retention
TELKOM GROUP
Dharma Syahputra
Bengkulu, 20 September 1973

@dharmasyahputra Dharma Syahputra dharma_syahputra

S1 Teknik Industri, STT Telkom, 1996


S2 Master of Management in Human Resource, UGM, 2004
§ Education

Chief Human Capital Development & Retention, TELKOM Group_Human Capital Council, 2015-Now
VP Human Capital Development, TELKOM Indonesia, 2016-Now
VP Human Capital Strategic Management, TELKOMSEL, 2012 – 2016
VP Human Resource, PT Graha Sarana Duta, 2010-2012
HR Manager, PT Graha Sarana Duta, 2007-2010
Officer HR (HR Services, Industrial Relation), TELKOM Indonesia, 2004-2007
Staff (Property Development, Property Mgt.), Divisi Properti, TELKOM Indonesia, 1998-2002
§ Experience

§ Corporate HC Strategy
§ Organization Development
§ Reward Management
§ Culture Development & Internalization
§ HR Policies Integration & Compliance
§ HR Service & Industrial Relation
§ Talent Management
§ Expertise
Telkom at a glance: Ownership, Market Cap & Assets
Ownership
Telkom Indonesia is listed at :
Government 51.2%

Public 47.1%

Treasury Shares 1.7%

TLKM TELSTRA
CHINA UNICOM
BBCA
TLK CHUNGHWA
HMSP

Fiber to the Home


• Coverage : ≈ 99% Population Customer base: 184,5 Mio
• 3G in > 500 cities >15 Mio 106 K Km Nationwide Data Centers • Mobile: 173 Mio
• 16,4 Mio FO
Homes passed
FO backbone network • 23.876 Total
• 4G LTE in > 340 cities
Homespassed ≈100.000 M2
Data Center
• Fixed: 10,6 Mio 5Employees of
• 1,6 Mio Customer • Broadband: 64,3Mio Telkom Group
Ø Mobile: 60,0Mio
Ø Fixed: 4,3Mio Source: Annual Report 2016
DIVERSE PORTFOLIO IN TIME MARKET

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Subsidiaries &
Affiliation
TELKOM Indonesia’s Digital TransformAction

To be the King of Digital


Corporate Strategy
Talent Management Philosophy
An Integrated Talent Management
TALENT MANAGEMENT

HiPo Managing Pool of Diagnose Talent


Talent Sourcing
Identification Talent Pipeline Readiness

Business
Talent Strategy
Strategy Talent Talent
&
& Retention Performance
Capability
Workforce & Impact
Profiling
Planning
Integrated Learning Cycle

Human Capital Formal Leaning Coaching, Mentoring On The Job


Development Plan Programs & Networking Learning Key Objectives: Talent Readiness
• HiPo retention rate
CAPABILITY & LEARNING DEVELOPMENT • internal candidates in key
positions
• Ready successors for key
roles
WE STARTS WITH A COMPELLING EMPOYER VALUE PROPOSITION

Innovation fueled by a dynamic and creative work environment


A bright career and competitive benefits in a successful company
The new Telkom Way is fun and creative. It’s at the heart of everything we do.
Dynamism of our work environment and the digitalization of the business are
making our innovative spirit a powerful driver of opportunities. Our success as a
company means success for you in the form of an outstanding career with attractive
benefits.
we improve and simplify our recruitment channel
We always make our recruit channel flexible to win the talent war & deal with current business
issues

Permanent
Employee

10
Exploring open talent platform: soCiodigi leaders
Moving away from traditional ways of sourcing to tap into other talent pools via open talent platforms: Socio Digi Leaders
Biz Issues on Talent Sourcing:
SoCio digi leaders
§ Digital Capabilities (Mindset & NOT ONLY from Indonesia (62 Candidates),
technical) cannot be identified
through traditional ways of ITS/ TEL-U/ UNBRAW/ ITB/ UI/
recruitment. UGM/ UNDIP/ UNSYIAH/ BINUS

§ Disruptive Innovation need diverse BUT from around the WORLD (38 Candidates)
background, culture & thinking.
UK/ SG/ AU/ NLD/ FRENCH/
JPN/ CHINA
§ Digital Mindset needed in all
business functions including HR
Finance, etc

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Supporting Business' Initiatives: talent DEVELOPMENT

We support our Talent for New Assignment (i.e in other SOE) by


give them Exclusive Program & personal coach to be success in
their new position.

Leadership
GTP – Special Technical Executive Coaching
Development
Executive Training
Assistance (Support TELIN)
• 9 Top Talent BP I & LEMBAGA II III TOTAL
II joined executive
training abroad Mini MBA (MASTEL -
2 5 7
PPM)
• 15 Top Talent BP I ECGL 8 8
& II registered on NuPMK Consulting 5 5
executive training TOTAL 10 10 20
• GPDP (10 batch) : 243 participants abroad
• Australia: 5 employees are • 57 Top Talent BP I & II
departed joined Executive Coaching • GPMP (14 batch) : 346
Workshop on May 2017 participants ABROAD AT HOME
• USA: 2 employees will • 54 Top Talent BP I & II
depart on August 2017 started One-on-One Executive
Coaching with Professional Coach
• Malaysia: 4 employees from Asian Leadership Center on
June 2017
from Telkom are selected,
3 employees from

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Telkomsel will be selected
EMPLOYEE/ TALENT REVIEW
Align individuals career interests with opportunities for growth or
development
Problems: Match Up in Position, Length in Position, Length in BP, Length in Specific Region, Rotation
TALENT REVIEW RESULT UNTIL Q2-2017
• Ensuring Optimization of
Employee to do their job.
• Match up between individual
aspiration and Company's Needs.
• Ensuring Right Talent in the Right
259 EMPLOYEE
Place.
• Ensuring evaluation of each Employee From target 241 in Q2 (107%)
in every 3 years .
• Using Ingenium Application Based

EVERYONE COUNTS: Everyone has equal opportunity to be Considered


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Human Capital Development
Building Great Leader & Great People with Digital Competency & Style

A. Enhance Digital Technical B. Enhance personal qualities through


Capabilities Professional competencies
1. ICT & Digital 1. Adaptability
2. Strategic & Development 2. Fostering teamwork
3. Commerce & Relations 3. Initiative
4. Risk & Compliance 4. Decision making
5. Business Enabler / 5. Continuous improvement
Enterprise Management 6. Analytical & conceptual thinking
7. Organizational awareness

C. Enhance Digital Leadership Capabilities


1. Creative-Innovation-Digital Business Acumen 5. Change Leadership
2. Strategic Management 6. Strategic Relationship
3. Customer Orientation 7. Nurturing People
4. Execution-Focused 8. Entrepreneurship

LEVERAGING INTEGRATED HUMAN CAPITAL DEVELOPMENT (FORMAL LEARNING, LEARNING FROM OTHERS & LEARNING AT WORK)

Assessment Center Indonesia Integrated Learning at Work Talent Development


1. Leadership Development 1. Recruitment 1. Challenging assignment 1. Exclusive Training for Top Talents
(GPMP & GPDP) 2. Assessment 2. Job Rotation 2. Coaching & Mentoring
1. Technical & Functional Development 3. Post Assessment Development 3. Networking & sharing 3. Internship BUMN (National Talent Program)
2. Global Talent Program (Internship) (PAD) 4. Scholarship
Great people managerial & development program
Personalization, Experience & Business Impact of People
Development
• Program
• Pengembangan Pengembangan
GPMP I GPDP I
kompetensi digital Lanjutan Hanya
Leadership dan Untuk Top Talents
GPMP II Professional bagi seluruh GPDP II • Content GPDP
pejabat Telkom Group adalah wawasan
• Menitik beratkan pada
GPDP III bisnis, kebangsaan &
GPMP III aspek operational international, cross
excellence & management SPECIFIC GENERIC
SPECIFIC culture, value, ethic
by objective CONTENT CONTENT
CONTENT & global orientation
• Ditujukan untuk • Mempersiapkan Top
GPDP IV
GPMP mempersiapkan pemangku Talent untuk
IV
SPECIFIC posisi agar mampu secara SPECIFIC GENERIC menempati Key
CONTENT efektif memerankan fungsi CONTENT CONTENT
Strategic Position &
managerial dan disiplin Global position
GPMP eksekusi GPDP V
V
SPECIFIC SPECIFIC GENERIC
CONTENT CONTENT CONTENT

Duration: 1 week Duration: 1 week – 1 month off


– 1 week
Talent Scholarship Program

Open after 3 years of


service

Best University in The World

51 Graduated from LN (47 in progress)*


University of Manchester Melbourne University Boston University 33 Graduated from DN (134 in progress)*

*updated 2016
Focus on new Global Talent Program
Global Talent Program is a part of Telkom Group’s Leadership Development Program that aims to increase global awareness, global
perspective, global enterprise, and global experience

Special Technical
Successor Assignment Global Mindset 18 Participants assigned

Continue company’s program in Supply technical assistance in Improve further Talent’s


Description preparing global talent readiness to international footprint for certain competency in global business
ensure availability of global leaders project. acumen & mindset (GMI), cross
pipeline. culture capability and global
11 Countries
leadership.

Participants Very Hipo & Hipo BP III – BP I Telkom Minimal Potential & match technical requirements Very Hipo BP VI – III
Source : Groups
18 Companies
Measures

3-4 months Development (following 3 months dev & can be extended based on 3 months plus 1 week Predeparture
Durations :
placement if more than 4 months) project requirement

Development Global Partner or Global Companies (Internship)


Telkom International’s Footprint Telkom International’s Footprint
Place :

Talent Development Budget Talent Dev Budget on dev (3 months) + Talent Development Budget
Budget :
Pass selection process (Willingness, Operational Budget for extention
English skill & Personality Assessment)
Better Insight for Employee in Developing Career
INGENIUM Career System automates the process to listing potential candidates
readiness against the required knowledge, capabilities & experiences for a role
Better insight of Career Plan Better Insight of Successor Better Insight of Career Opportunity
Employee Career Plan Managerial Career Plan (MCP) Position
(ECP)
Succession Plan (SUC)

Bidding Position
Vacant Position
List of Successor
Candidates

1. >85% Employee has planned their Career through 1. ±60% Managers have planned their Successor Bidding Position:
Ingenium (ECP) 2. Easier for Manager to find successor from all of 1.Position ≥ 3 years
Important Notes:

2. Employee can make their Career Plan to All Telkom Group Employee 2.Retired
3. >75% Managers have planned next career for their 3.Career Movement
Subordinates (MCP) 4.Fit & Proper
5.Employee can bid their desire Position &
Job
% of Utilization

62% FRO 2.01


M
0
Total Employee

% of Utilization

15% FRO 2.01 % of Utilization


M
0 Employee
Total
16% FRO 2.01
M
0
Total Employee
Findings from Telkom’s TM Rapid Maturity Assessment

Level 3
State of overall Talent Strategy & “Telkom has Talent Strategy, learns from best
Strategy Communication practices, yet it is no fully integrated & aligned
with talent strategy”

Integration of Leadership Level 3


“Leadership development is offered for all levels
Development & Career
but the integration to career management is still
Management not clear”

Integration of Talent Strategy and Level 2


Talent Analytic/workforce Planning “Infrastructure is there but there is still lack of
understanding and implications of analytics to HR”

Integration of Talent Strategy, and Level 2


Diversity & Inclusion “No specific strategy for D&I and complex
compliance process”

Based of FGD of HCM Telkom’s Leaders