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Pambudi Sunarsihanto HR Director, Citibank Indonesia - … · · 2017-05-31HR Director, Citibank...
Transcript of Pambudi Sunarsihanto HR Director, Citibank Indonesia - … · · 2017-05-31HR Director, Citibank...
Pambudi Sunarsihanto HR Director, Citibank Indonesia
Pambudi Sunarsihanto
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Now: HR Director, Citibank Indonesia, Jakarta
2011-2013: People Development Consultant, MAZARS, Singapore
2010-2011: Head of Global Competence Development, Nokia Siemens Networks, Munich
2008-2010: Executive Vice President, Human Resources, Telkomsel, Indonesia
2006-2008: Head of HR Development, Nokia Mobile Phones, China
2000-2006: Head of Training & Development, Nokia Mobile Phones, Singapore
1998-2000: 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
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
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Rini Soemarno
6 Are we ready?
Masyarakat Ekonomi ASEAN 2015
Are we ready?
VUCA world
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Volatility
Uncertainty
Complexity
Ambiguity
Old Reality of Work New Reality
People need companies Companies need people
Machines, capital and
geography are the competitive
advantage
Talented people are the
competitive advantage
Better talent makes some
difference
Better talent makes a HUGE
difference
Jobs are scarce Talented people are scarce
Employees are loyal and jobs
are secure
People are mobile and their
commitment is short term
People accept the standard
package they are offered
People demand much more
Source:: Michaels, Ed; Handfield-Jones, Helen; Axelrod, Beth (2001), The War for Talent, Harvard Business School Press.
The business growth in Asia has the implication on the talent war
• The world is changing • And the world will continue to change • You cannot stop the change
The world will continue to change …
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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
Lifecycle of a business
Start-Up
Rapid-Growth
Maturity Decline Rebirth
The Entrepreneur
The Executor
The Controller
The Energizer
The Entrepreneur
Different leadership style in Different time
Key leadership attributes
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Explorer Take-Risks Supporting Allow Mistakes
Key leadership factors
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Business Lifecycle
Key Leadership Factors
Start-Up (The
Entrepreneur)
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.
Rapid Growth (The Executor)
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.
Maturity (The Controller)
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.
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Business Lifecycle Key Leadership Factors
Decline (The Energizer)
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.
Rebirth (The Entrepreneur)
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.
Key leadership factors
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Differentiate your method in developing talents
18 LOW MEDIUM HIGH
HIGH MEDIUM LOW
Performance
Potential
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Strengthen your Employee Value Proposition Hire the right talents => Make your retention easier
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?
7. Your working atmosphere?
8. Your team-working?
9. ...
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Define Communicate Implement
The One Number that you must focus
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Employee Promoter Score to work here
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Pambudi Sunarsihanto Human Resources Director
Citibank Indonesia