Presentation is loading. Please wait.

Presentation is loading. Please wait.

PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP

Similar presentations


Presentation on theme: "PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP"— Presentation transcript:

1 PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP
TRANSFORMING INTO LARGE ENTERPRISES TiiLEs – IIC Summit 2012 Indonesia Innovation and Competitivenesss Summit “Be Large and Global Competitiveness THCough Innovation” The Performing Indonesian Human Capital Creation 21-22 November 2012, SME Convention Center, Jakarta PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP KOESHARTANTO Corporate Human Resources, PT Agung Podomoro Land Tbk

2 THE FACT: BECOMING A LARGE ENTERPRISE THROUGH TALENTED HC
Selected Projects (IDFC, JLP, SGL) (Previously TMJ) 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 The Sudirman Emporium Pluit Seasons City Thamrin City Royal Mediterania Garden Gading Nias Residences Pakubuwono View Green Permata Grand Taruma Pullman Hotel Amaris Hotel Resort Bali Apartment AHT Emporium Pluit Mall Podomoro City Extension Integrated Resort West Java Established first developmen t 1969 2011.. 1973… 1998… 2002 2003 2004 2005 2006 2007 2008 2009 2010 Establishment Resilience through the crisis Consolidation and growth Continued momentum Pada slide ini terlihat proyek-proyek besar APG sejak didirikan pertama kali pada tahun 1969 oleh ayah Pak Tri yang juga merupakan salah satu pelopor utama di sektor real estat Indonesia Nama Agung Podomoro telah dikenal secara baik di pelanggan kami berkat komitmen dan kerja keras kami yang membuat masyarakat kembali datang untuk membeli produk kami. Kami juga telah memulai kerjasama dengan pihak internasional yang membuat nama Agung Podomoro juga dikenal di luar negeri. Kerjasama Perseroan dengan AXA dan Pullman merupakan bukti kuat bahwa APG telah diakui oleh pemain internasional. Pengembangan terbaik Perseroan meliputi Pakubuwono Residence, The Sudirman, Senayan City dan yang terakhir adalah Podomoro City. 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 Permata Hijau Residences The Lavande Central Park Kuningan City Green Bay Pluit Kalibata City Gading Nias Emerald The Pakubuwono Signatures Green Lake Sunter Festival CityLink The established excellent image has benefited and enhanced the marketing effort of APLN Note: Red fonts: APLN’s projects (1) Based on commencement date of construction (2) First high-rise development

3 THE SITUATION WE FACED AT THE BEGINNING OPERATIONAL CHALLENGES
BUSINESS CHALLENGES Going global and dynamic market Shortage talented people Multiple generations Cost of doing business Technology optimalization IMPACT ON HC PRACTICES Managing multi culture Developing talent requirements strategy Stimulating and maintaining peak performance Emerging productive organization model CURRENT STATE Been a long-time business function Administrative-oriented department Perceived as cost center rather than value driver STRATEGIC OUTCOMES Satisfied shareholders for long-term values Delighted customers for outstanding service Motivated employees for greater involvement Supportive environment OPERATIONAL CHALLENGES Lack of trust from other business functions HC incapability Trapped in comfort zone

4 WE HAVE DECIDED: … DON’T DO BUSINESS AS USUAL ANYMORE …
Strategy (5%) Strategy (20%) Performance Enhancement (25%) (40%) Transactions (30%) Administration (20%) DREAM ON THE RESULT PLAN THE ACTION % Time, Effort, Cost

5 APL PERFORMANCE ASSURANCE SYSTEM
MOBILISE CHANGE (Direction, Leadership and Accountability) Strong commitment from Bp Trihatma K Haliman Strong leadership across organizations in driving change TRANSLATION OF STRATEGY TO OPERATIONS APL Performance Assurance System MOTIVATE INDIVIDUALS TO SUPPORT STRATEGY Defined vision, mission, value strategies, and KPI with Balanced Scorecards based Integrating strategy to planning and budgeting (comitte budget and Performance Committe) Communication and training Linking strategy to goal and reward setting for individuals. ALIGN UNITS TO THE COMPANY STRATEGY MAKE STRATEGY A GOVERNANCE PROCESS Directorate vertical alignment against company strategy. Cross-divisional-matrix, business-support function, horizontal alignment. Regular strategic performance review and Corrective Action from Management meeting in top level and operational level

6 CRITICAL COMPETENCIES FOR THE ROLE
IMPROVING HC TEAM CAPABILITY TO DRIVE TRANSFORMATION CRITICAL COMPETENCIES FOR THE ROLE KNOWLEDGE Business acumen HC Management: Workforce planning Engagement Performance management Talent and Succession management SKILLS Strong presentation skills Project management skills Leadership Metrics use and development Innovation skills Cost–benefit analysis ATTITUDE Keep on learning (in multiple ways) - Open eyes, self critization, etc Keep on serving – CS spirits Keep on “struggling” – Winner spirits

7 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

8 TERIMA KASIH


Download ppt "PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP"

Similar presentations


Ads by Google