Dharma Syahputra

VP HC Strategic Management, TELKOM Indonesia

Chief of HC Strategic Management, Telkom Group
@dharmasyahputra Dharma Syahputra dharma_syahputra

Advanced HR Executive Program, Michigan Ross School of Business, 2018

S2 Master of Management in Human Resource, UGM, 2004
S1 Teknik Industri, STT Telkom, 1996
▪ Education

VP Human Capital Strategic Management, TELKOM Indonesia, 2018-present

Commissioner of TELKOMedika, Healthcare & e-Health, Since 2017-present
VP Human Capital Development, TELKOM Indonesia, 2016-2018
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 ▪ Working Experience

Speaker Professional Membership

▪ PPM School of Management MiniMBA in ICT, Jakarta 2017-present
▪ OPRC Advisory Board Meeting, Paris 2017
▪ PPM School of Management Seminar, Jakarta 2017
▪ ASEAN Cooperation on Civil Service Matters plus Three, Bogor 2017
▪ OPRC on ODMM Workshop, Hong Kong, 2016
▪ SBM ITB, Reward Strategy, Jakarta 2016
▪ INTIPESAN Reward Summit, Jakarta 2016
▪ ASEAN Corporate Culture Forum, Jakarta 2014 & Kuala Lumpur 2015
▪ OPRC, Open Digital Maturity Model Expert on Digital Culture, Talent &
Skill, Since 2016
▪ Society of Human Resource Management (SHRM), Since 2014
▪ ASEAN Corporate Culture Forum (ACCF), Since 2014
▪ Forum Human Capital Indonesia (FHCI), Recruitment & Talent
Management, Since 2016
▪ Integrated Talent Management System (ITMS) BUMN Taskforce, 2017
▪ Professional Activities
 DHARMA SYAHPUTRA
Jakarta, 21st of November 2018
Chief of Human Capital Strategic Management Telkom Group
 “ The rise of new digital
industrial technology,
known as Industry 4.0, is a
transformation that makes
it possible to gather and
analyze data across
machines, enabling
faster, more flexible, and
more efficient processes “
to produce higher-quality
goods at reduced costs.
-Boston Consulting Group

“One of the features of this Fourth Industrial Revolution is that is does not change what we are doing,
but it changes us.”
- Klaus Schwab, Founder of World Economic Forum
 The fourth industrial revolution changing us now and in the future

#1 45% “We are preparing students for jobs do not

of the current job will be lost due
to automation. exist, technologies that haven’t been
invented yet, for solving problems we don’t
An example : Check in Desk Airport,
Teller Agents, Call Center Replaced by
know are problems yet”
(WEF)
- McKinsey, 2017 Machines

#2 65%
of the jobs we will hire the next
generation for in the future do not
even exist today

Human-Machine Drone Augmented Reality Garbage

Teaming Manager Manager Journey Builder Designer

- World Economic Forum (WEF), 2016

Telecoms is today at a crossroad due to maturity of traditional access business and the advent of the
digital revolution that requires more advanced infrastructure and has incentivized new competitors

The telecom and media industry's macro evolution

TODAY
CONCEPTUAL

2.0 Operator

Telecom / Media
company
Bitpipe
Revenues

Digital advt1 + IPTV

Traditional advt1
Mobile voice
Fixed voice Messaging
Data Digital Services

1950 1990 2013 -2013

2018 2020

1 Traditional advertising: TV, Print, Radio, Cinema; Digital advertising includes internet based advertising
 Globally Telecoms Operators are Broadly Focusing on Five Key Strategies to Address The Shift to
Digital
Global
Globalleading telco’s five
leading key strategy
telco’s focuses
five key strategy focuses Many Telcos are evolved their organisation, culture
and ambition to be more digital

11
Accelerating
Accelerating BBbroadband
businesses especially
businessesfiber
22
Emphasizing enterprise
Emphasizing enterprise digital businesses
digital businesses

33
Experimentingconsumer
Experimenting consumer digital
digitalbusinesses
businesses

44
Integrating TV/Video
Integrating TV/Video businesses
businesses

55
Expanding internationally
Expanding internationally

Source: AT Kearney
 Transforms into Digital Business Transform into Digital Enterprises

Add digital Leverage Capture part of

Digital value chain
Lean & agile Deliver Best
value to assets
through Internal Customer
Core through
Business Mediations
Partnership & Operation Experience
Investment

Transform Digital People & Culture

Technical Capabilities Leadership & Professional Capabilities Digital Culture

WHAT SHOULD
We do?
Toward World Class People and Culture

2
4
1

3 5

8 9 10
 Build a culture that everyone
wants to be a part of
Give them what they want and they'll give you
what you want. The younger generation has a
different set of values than previous generations. If
you're hiring talent from younger generations you
need to realize how important the work
environment is to their motivation and happiness.
Cast your vision for the future
Everyone looking for a rewarding career is
dreaming about who they can grow into, at the
company that gives them a chance. The right
candidates will be motivated to grow, learn new skills,
and tackle new challenges. They'll want an
opportunity to learn, prove themselves, be rewarded,
and grow.

Four elements most valued by top talent should be of source distinctiveness

“ — A company should limit its

growth based on its ability to
attract enough of the right people
— Jim Collins
”
Source: McKinsey Survey
LEVERAGE TALENT ATTRACTION THROUGH
EMPLOYER BRANDING
Strong Commitment from the Top supported by broadly communicated Employer Value Proposition &
Talent Philosophy

TELKOM GROUP EMPLOYER VALUE PROPOSITION

Innovation fueled by Dynamic, Creative and Fun work environment
The new Telkom Way is dynamic, creative and fun. 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 wide career in the group with attractive benefits.
 Acquiring the Best Talent in a Different Ways

We “act
differently” to
INNOVATIVE DIGITAL
successfully attract
and finding COMPETITION BASED TALENT
industry’s top
talent for current Recruitment to find
& future business Digital Talent

Digital tools
and new
technologies
have given us a
number of new
ways to finding
the right one

MORE CREATIVE, ACTIVE, AND MACHINE BASED TO ACQUIRE DIFFERENT TYPES OF

CONTINGENT WORKFORCE
 Millennials Phenomenon

Another issues
“ Organizational and people team
leaders have not taken Millennial
workforce development seriously...”
Deloitte, 2018
Meanwhile....
Development Approach
Development Approach
DIGITAL TECHNICAL/ FUNCTIONAL VALUES & BELIEFS (9)
COMPETENCY (387)
Culture Activation, Culture Agents, Leaders Talk
Functional Mandatory Learning, Values, Culture Fit Assessment, Hack Ideas,
E-leaning, Academy Amoeba.

DIGITAL LEADERSHIP
PROFESSIONAL COMPETENCY (6)
COMPETENCY (8)
Assessment Center, Post Assessment
GPDP, GPMP, Digitial X, Digital Development, Leading Team, WHAM.
Leadership Immersion Program
Creative & Innovation, Strategic Management Customer Orientation, Adaptability, Fostering teamwork, Initiative,
Execution-Focused, Change Leadership, Strategic Relationship, Decision making, Continuous improvement,
Nurturing People, Entrepreneurship (Digital Biz. Acumen) Analytical & conceptual thinking,
Organizational awareness

Deliverable Method : Learning Value Chain & Assessment Center Indonesia Internal :
Integrated Learning Cycle 1. Recruitment Recruitment (GPTP)
2. Assessment Eksternal :
Digital Certification : 3. Personal Quality Development / Post Assessment external
Digital Capabilities Certification for CX, Digital & Inorganic
Bussiness Assessment Development (PAD) (Mahkamah Agung, Garuda, BNI dll)
HOW TO ENSURE THE SUSTAINABILITY OF
CULTURE IMPLEMENTATION?

❑ Develop Belief System

❑ Develop Role Model
❑ Develop Communication
❑ Develop System
 Employee Expectation for support, compare to Three years ago

2 1

Source: CEB 2017 Digitalization Survey

 Working Pattern & Working Style of Employees has Changed

01 Accelerate Massive Digital Innovation 03 Enhance Knowledge Management System

Make innovation as a
Accelerate digital sharing
culture in solving real
and knowledge utilization
problems in the work
culture to boosted up
area to build disruptive
collaboration & innovation
mindset
(Ex: Kampiun)

02 Promote Flexible Working Arrangement 04 Promote Creativity Space

A concept embracing the

Digital mental, physical, and
Workstyle emotional environments
Implementation within which creativity
operates
Maintaining work life balance not only for boosting personal health and employee relationship, but it also to improve the efficiency of
employee work performance

• Culture Festival
• Employee Volunteer Program
• Sport Center
• Olimpiakom & Porseni
• Health Paradigm
(Wellness Assistance
Program)

Olah rasa Olah raga

Olah ruh Olah rasio • Knowledge Festival
• Collaboration meeting
• Innovation

• Build Spiritual Character

• Smart Mosque
• E-Learning Character
Building
Digital Practices to Strengthen Corporate Culture

Improving Productivity through Digitization

“Working Time, Working place, feeling, & daily

“Be More Valuable activities are shared to leader, teams & peers”
with Learning
Flexibility of Time and Place
Anywhere, Anytime, Any
Device”

❑Integrated with other system

❑Full cycle of learning
❑Personalized learning
❑LEARNING NOTIFICATION
❑TRACKING LEARNING PROGRESS
❑SOCIAL LEARNING
 Smart office to boost up employee productivity and life balance

TELKOM SMART OFFICE

Collaboration Space

Employee Corner Break Out Area

▪ Employee Corner Telkom Smart Office :
▪ Clinic, Jogging Track, Table Tenis, Mini Golf, Cafe
▪ Yoga & Dancing Studio, Karaoke
▪ Open & Collaboration Space (Collaboration)
▪ Fun & enjoy working environment
High Speed Wifi Employee Shuttle Bus
Smart office to boost up employee productivity and life balance
Toward more agile & lean organization

STRUCTURED
ORGANIZATION
FLEXIBLE ORGANIZATION
The Journey that Telkom is on and the need for the Flexible Organization

SUPPORTING MECHANISMS

GOVERNANCE & FUNDING

Recommendations on key governance & funding
principles to drive the flexible organization
program
Governance Structure, Funding Decisions The Telkom Flexible Organization model
& Criteria, and the Resource
including the Operating Model and all 5 Enabling
Requirements

TALENT EXPERIENCE Mechanism

(Operating Model, Talent Experience, Governance, Culture, Learning &
Define fascinating career experiences that so Detailed Career Paths during the talent Capability, Performance Management)
Telkom Talent want to work in flexible organization journey

CULTURE & WAYS OF WORKING

Adopt an adaptive mindset and accelerate it Put together various Culture Building
through continues customer feedback Blocks & support the Collaborative
Culture

PERFORMANCE MANAGEMENT

Set organizational goals & targets, measure & Performance Framework, New Reward
report real time performance, continues System & its Supporting Elements to
alignment of resources with clear description of create the FO Career Experience
output roles
LEARNING & CAPABILITY DEVELOPMENT

Rapidly onboard talents with speed and agility Short but Impactful Onboarding,
and ensure continues learning to scale Prototype Digital Capability Platform to
capture the key learning
UPLIFT HC CAPABILITY – KEY INITIATIVES
Key Initiatives: Uplifting HC Professional Capabilities, Enhance HC Systems, Optimize HC Operating Model
HC UPLIFT CAPABILITY – PROFESSIONAL HC CERTIFICATION
Sertifikasi Bootcamp Human Resources Business
36

267
18 HC analytics Telkom Group

(per October’18)
Partner (HRBP) & Human Resources Management

31
20

2018
Professional
Sertifikasi MSDM
6 Global Professional in Human Resources

19
71
Advanced Certified Behavioural Consultant

2017
31 Human Resources Business Partner (HRBP) &
Human Resources Management Professional
Total employee
certification
CERTIFICATIONS OF HCM
EMPLOYEE

67 Total employee

2016
certification

35
Total employee

2015
certification
15 CBA (Certified Behavioural Analyst) for ACI

1
74
Exam Telkom Certified User Experiece (TCUX)
Total employee
2014

certification
9 Advanced Assessment Centre Certification
3
Measuring HR Effectiveness Certified Human
Capital Analyst Specialist (One Day Certificate

Total employee
8 Human Resources Management Manager Program)

certification
1 Certified Human
Management
Resources 13 Sertifikasi HR for Managerial 1 Sertifikasi CDSM

18 GTP Certification 24 Supervisor Pengelolaan SDM

16 ELT (Essential Licensed Trainer) 17 Telkom Certified Trainer Implementation (TCTI)

267 267
31,6% 23,8%
Certified HCM Certified HCM
Employees Employees

845 1,124
Total HCM Total Certified
Employees People in Telkom
(October’18) (YTD October’18)
UPLIFT HC CAPABILITY – DIGITIZE HC PROCESS

The new digital focus for HR is not simply about technology; it changes the way companies scope & support employees