KOESHARTANTO Corporate Human Resources, PT Agung Podomoro Land Tbk TRANSFORMING INTO LARGE...
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Transcript of KOESHARTANTO Corporate Human Resources, PT Agung Podomoro Land Tbk TRANSFORMING INTO LARGE...
KOESHARTANTOCorporate Human Resources, PT Agung Podomoro Land Tbk
TRANSFORMING INTO LARGE ENTERPRISESTiiLEs – IIC Summit 2012Indonesia Innovation and Competitivenesss Summit“Be Large and Global Competitiveness THCough Innovation”The Performing Indonesian Human Capital Creation21-22 November 2012, SME Convention Center, Jakarta
PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP
2002 2003 2004 2005 2006 2007 2008 201020091998…1973…1969
Note:Red fonts: APLN’s projects(1) Based on commencement date of construction(2) First high-rise development
2011..Resilience through the crisisEstablishment Consolidation and growth Continued momentum
Housing complex in Simprug area South Jakarta
Pioneered real estate concept with project in Sunter area, North Jakarta
Housing complex in Simprug area South Jakarta
Pioneered real estate concept with project in Sunter area, North Jakarta
Gading Mediterania Residence(2)
Mangga Dua Square
Apartemen Eksekutif Menteng
Gading Mediterania Residence(2)
Mangga Dua Square
Apartemen Eksekutif Menteng
The Peak @ Sudirman
Emporium Pluit
The Peak @ Sudirman
Emporium Pluit
Seasons City Thamrin City
Seasons City Thamrin City
Royal Mediterania Garden
Gading Nias Residences
Pakubuwono View
Royal Mediterania Garden
Gading Nias Residences
Pakubuwono View
Established first development
Established first development
Green Permata Grand Taruma Pullman Hotel Amaris Hotel Resort Bali Apartment AHT Emporium Pluit Mall Podomoro City Extension Integrated Resort West
Java
Green Permata Grand Taruma Pullman Hotel Amaris Hotel Resort Bali Apartment AHT Emporium Pluit Mall Podomoro City Extension Integrated Resort West
Java
Kelapa Gading Square/MOI
Senayan City Lindeteves Trade Center The Pakubuwono
Residence Mediterania Garden
Residence 1
Kelapa Gading Square/MOI
Senayan City Lindeteves Trade Center The Pakubuwono
Residence Mediterania Garden
Residence 1
Bukit Golf Mediterania
Mediterania Garden Residences 2
The Jakarta Residences
Bukit Golf Mediterania
Mediterania Garden Residences 2
The Jakarta Residences
Permata Hijau Residences
The Lavande Central Park Kuningan City
Permata Hijau Residences
The Lavande Central Park Kuningan City
Green Bay Pluit Kalibata City Gading Nias
Emerald
Green Bay Pluit Kalibata City Gading Nias
Emerald
The Pakubuwono Signatures
Green Lake Sunter
Festival CityLink
The Pakubuwono Signatures
Green Lake Sunter
Festival CityLink
Selected Projects
(IDFC, JLP, SGL) (Previously TMJ)
The established excellent image has benefited and enhanced the marketing effort of APLN
THE FACT: BECOMING A LARGE ENTERPRISE THROUGH TALENTED HC
BUSINESS CHALLENGES
1. Going global and dynamic market2. Shortage talented people3. Multiple generations4. Cost of doing business5. Technology optimalization
OPERATIONAL CHALLENGES
1. Lack of trust from other business functions
2. HC incapability3. Trapped in comfort zone
IMPACT ON HC PRACTICES
1. Managing multi culture 2. Developing talent requirements
strategy3. Stimulating and maintaining peak
performance4. Emerging productive organization
model
THE SITUATION WE FACED AT THE BEGINNING
Strategy (5%)
Strategy (20%)Performance Enhancement
(25%)
Performance Enhancement
(40%)Transactions(30%)
Administration (40%)
Transactions(20%)
Administration (20%)
% Time, Effort, Cost
WE HAVE DECIDED: … DON’T DO BUSINESS AS USUAL ANYMORE …
DREAM ON THE RESULTPLAN THE ACTION
APLPerformance
Assurance System
MOBILISE CHANGE(Direction, Leadership and Accountability)
TRANSLATION OFSTRATEGY TOOPERATIONS
APL PERFORMANCE ASSURANCE SYSTEM
MOTIVATE INDIVIDUALS TO
SUPPORT STRATEGY
MAKE STRATEGY A GOVERNANCEPROCESS
ALIGN UNITS TO THE COMPANY STRATEGY
Strong commitment from Bp Trihatma K HalimanStrong leadership across
organizations in driving change
• Communication and training
• Linking strategy to goal and reward setting for individuals.
Regular strategic performance review and Corrective Action from Management meeting in top level and operational level
• Directorate vertical alignment against company strategy.
• Cross-divisional-matrix, business-support function, horizontal alignment.
• Defined vision, mission, value strategies, and KPI with Balanced Scorecards based
• Integrating strategy to planning and budgeting (comitte budget and Performance Committe)
CRITICAL COMPETENCIES FOR THE ROLE• Business acumen
• HC Management:– Workforce planning – Engagement– Performance management– Talent and Succession management
KNOWLEDGE
SKILLS
• Strong presentation skills• Project management skills• Leadership• Metrics use and development• Innovation skills• Cost–benefit analysis
②
• Keep on learning (in multiple ways) - Open eyes, self critization, etc • Keep on serving – CS spirits• Keep on “struggling” – Winner spirits
③ATTITUDE
IMPROVING HC TEAM CAPABILITY TO DRIVE TRANSFORMATION
• Secure senior management support to facilitate the process of change into Global Player
• Share the vision regularly with your HC team• Review every aspect of your HC in the process of
implementing the necessary changes• Keep developing your leadership skillsets• Keep learning and adding business knowledges• Keep up your energy, spirit and endure
TERIMA KASIH