BUILD OR BUY Talent. is still relevant issue

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Sabina Young
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1 BUILD OR BUY Talent is still relevant issue

2 BUYING OR GROWING is relevant issue for HR People, especially for Telco Industry, since we need to secure challenging company performance while in the same time we need to transform into Digital Company Ir. Priyantono Rudito, M.Bus., Ph.D

3 GREAT SPIRIT GRAND STRATEGY First WHO then WHAT we need people who can deliver beyond performance Spirit Great Spirit GREAT LEADER Style (Leadership) (Strategy) Structure Transformation (Structure) Vision & Mission HR Transformation Culture Transformation) (shared value Business Transformation (Staff Skill) Infrastructure & System Transformation (System) Ir. Priyantono Rudito, M.Bus., Ph.D

4 BUILD OVER BUY Unlocking from within to arise great spirit and deliver beyond performance Today s trending issue Unlocking from within is unlocking people best potential by aligning personal value with corporate value that arising Intrinsic motivation. UNLOCKING FROM WITHIN Unlock best potential Performance : beyond KPI Sustainability True Happiness Ir. Priyantono Rudito, M.Bus., Ph.D

5 Proven levers in nurturing people The result Countries GMI Score Singapore 3.72 UK 3.64 USA 3.58 Taiwan 3.46 Hong Kong 3.44 Malaysia 3.34 TELKOM Indonesia * 3.15 Ir. Priyantono Rudito, M.Bus., Ph.D

6 The SPIRIT : The struggle and strive you put for excellence is the secret formula to become a great person - Priyantono Rudito

7 Telkomsel: A Case Study of 20-Year Strong Growth, Driven by Home-Grown Talents

8 Build over Buy 1. Great Spirited Personnel a) Culture fit : Group with the most Pro Hires has 2x higher entropy than adjacent groups within the same directorate (telkomsel entropy survey) b) Loyalty, leading to being more conscientious : Chief executives of the top 20 World s Most Admired Companies (WMAC) by overall industry score boast an average length in service at their organisations of more than 25 years. On average, this is 2.5 times longer than CEOs among the lower ranks of the WMAC. (Hay consulting) c) Knowledge of organizational constraints, leading to being more effective : in organisations where % of posts on the Executive Committee were filled through internal appointment, Total Shareholder Result could be up to 51% higher than in organisations where less than 50% of posts were filled through internal appointment (Pan consulting) Internal talents deliver 6% higher productivity than Pro-Hires (Telkomsel Performance Appraisal 2015) 2. Great Spirit Workplace a) The creation of career pathways for existing employees One of the top reasons people leave their job is because they feel there is no room for advancement. However, when there is a career path and clear expectations on what it takes to get to the next level employees will have less interest in moving on (cio consulting) b) Lengthier relationship among existing employees Group with the most Pro Hires has 2x higher entropy than adjacent groups within the same directorate, meanwhile a large number of empirical studies confirm that positive social connections at work produce highly desirable results (hbr.org)

9 Build over Buy (2) 3. Lower cost a) Not having to compete with the new hire s prior employees Hiring managers confirm that they typically pay 10% or 20% more to pull people out of positions where they already have some security and where people know them and know they are doing a good job (wharton.upenn.edu) b) Not having to directly compete with other potential employers in a supply-scarce market Research from the Society for Human Resources Management (SHRM) indicates 17 consecutive months of reported recruiting difficulty reaching four year highs, including a staggering 55 percent of HR departments indicating a "difficulty recruiting highly skilled employees (adp.com) c) Not having to pay excessive recruitment and retraining costs The cost of hiring can range anywhere from 25 percent to 200 percent of the position s annual salary (quality digest) 4. Faster a) Not having the pro-hires to undergo adjustment and orientation period It takes new employee 1-2 years to reach the productivity of an existing person (zanebenefits) b) Not having to periodically source pro-hires More than ten years worth of data gathered from the interim and executive recruitment specialist s permanent recruitment projects has revealed that the average hiring process spans 87 days from start to finish (wharton.upenn.edu)

10 Ir. Priyantono Rudito, M.Bus., Ph.D Education S3 : PhD - Australia, 2011 S2 : Master of Business in Marketing, Australia, 1997 S1 : Bachelor of Industrial Engineering, ITB, 1991 Global and Teaching Experience Lecturer on GLEMBA Dhoha, Qatar Lecturer on GLEMBA Aalto University, Finlandia Senior Lecturer at SBM ITB & Telkom University Visiting Lecturer at Monash University Australia Collaborative Research Group, Adela Mc. Murray, and Dr. Christoper White Microeconomics of Competitiveness, Harvard & UI (2003) Ivey Leadership Program, University of Western Ontario (2006) Work Experience at Telstra Australia Corporate Marketing, Melbourne Australia, 1997 Twinning Program, Lucent Technologies, Bell Lab Innovations, New Jersey, USA, 1997 Personal Information Previous Position : Director of HCM PT Telkom : Chairman of Telkom Australia Current Position : Director of HCM Telkomsel

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