Pambudi Sunarsihanto HR Director, Citibank Indonesia

Transcription

1 Pambudi Sunarsihanto HR Director, Citibank Indonesia

2 Pambudi Sunarsihanto Now: HR Director, Citibank Indonesia, Jakarta : People Development Consultant, MAZARS, Singapore : Head of Global Competence Development, Nokia Siemens Networks, Munich : Executive Vice President, Human Resources, Telkomsel, Indonesia : Head of HR Development, Nokia Mobile Phones, China : Head of Training & Development, Nokia Mobile Phones, Singapore : Training Sales Manager, Nokia Networks, Thailand Education: MBA Helsinki School of Economics, Finland Master in Computer Science at University of Nantes, France Bachelor in Computer Science at University of Nantes, France Working Languages : English, French, Bahasa Indonesia 2

3 Global Footprint Citi is a global firm with a presence in over 160 countries Employs over 275,000 people world-wide and interacts regularly with over 65,000 corporate clients 495 of the global Fortune 500 companies are Citi clients 3

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5 Rini Soemarno

6 6 Are we ready?

7 Masyarakat Ekonomi ASEAN 2015 Are we ready?

8 VUCA world Volatility Uncertainty Complexity Ambiguity 8

9 The business growth in Asia has the implication on the talent war Old Reality of Work People need companies Machines, capital and geography are the competitive advantage Better talent makes some difference Jobs are scarce Employees are loyal and jobs are secure People accept the standard package they are offered New Reality Companies need people Talented people are the competitive advantage Better talent makes a HUGE difference Talented people are scarce People are mobile and their commitment is short term People demand much more Source:: Michaels, Ed; Handfield-Jones, Helen; Axelrod, Beth (2001), The War for Talent, Harvard Business School Press.

10 The world is changing And the world will continue to change You cannot stop the change

11 The world will continue to change 11

12 How to manage your talents in a VUCA world? 1. Adjust your leadersip style 2. Differentiate your method in developing talents 3. Strengthen your Employee Value Proposition

13 Different leadership style in Different time Maturity Decline Rapid-Growth The Controller The Energizer The Entrepreneur Rebirth Start-Up The Executor The Entrepreneur Lifecycle of a business

14 Key leadership attributes Explorer Take-Risks Supporting Allow Mistakes 14

15 Key leadership factors Business Lifecycle Key Leadership Factors Start-Up (The Entrepreneur ) Rapid Growth (The Executor) Maturity (The Controller) Leadership demands passion for the vision. The Start Up has to identify a market niche with customer needs and has to develop a new product/service to satisfy customers need. The leader has direct hands-on involvement in the day-to-day nuts and bolts of business operations. Leadership experiences the demands of entrepreneurial growth. The product/service has been piloted, tested, refined, and aggressively deployed. The leader is directly dealing with many managerial problems. The leadership style is participative yet autocratic for key business decisions. Roles and responsibilities need to be defined. Strategy must be discussed and implemented in terms of goals and objectives, and accountability needs to be shared. A shift from the entrepreneurial managing model to a professional general management approach is now needed due to the company s scale and scope. The leader either needs to adapt to this new leadership style. The business plan concept and model has been validated and accepted. Leaders spend a significant amount of time on growth strategy and an adherence to more formal administration and controls. The leadership style is supportive by consensus, with the organization coping with lots of change. 15

16 Key leadership factors Business Lifecycle Key Leadership Factors Decline (The Energizer) Rebirth (The Entrepreneur) Leaders must face reality. Then they should gather their teams together and gain agreement about the root causes. Widespread recognition of reality is the crucial step before problems can be solved. Attempting to find short-term fixes that address the symptoms of the crisis only ensures the organization will wind up back in the same predicament. Leaders need to continuously look for other opportunities. Identify the trend, understand customer pain points, live and breath with customers, and find any potential areas that could help the customers. Show strong commitment and send consistent message to both employees and customers. When the opportunities are identified, then we need to come back to Start-Up mentality The key learning point is to understand in which stage of the business the company is and which leadership style need to be applied. We have to be aware of other leadership style, so we can apply in different style in the different situation. 16

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18 Differentiate your method in developing talents Potential HIGH MEDIUM LOW 18 LOW MEDIUM HIGH Performance

19 Strengthen your Employee Value Proposition Hire the right talents => Make your retention easier two y

20 What are your Employee Value Proposition? 1. Your company brand? 2. Your global presence? 3. Your career development? 4. Your great leaders? 5. Your attractive compensation? 6. Your office location? Define Communicate Implement 7. Your working atmosphere? 8. Your team-working?

21 The One Number that you must focus Employee Promoter Score to work here 21

22 22 Pambudi Sunarsihanto Human Resources Director Citibank Indonesia