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KOESHARTANTO Corporate Human Resources, PT Agung Podomoro Land Tbk TRANSFORMING INTO LARGE ENTERPRISES TiiLEs – IIC Summit 2012 Indonesia Innovation and.

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Presentation on theme: "KOESHARTANTO Corporate Human Resources, PT Agung Podomoro Land Tbk TRANSFORMING INTO LARGE ENTERPRISES TiiLEs – IIC Summit 2012 Indonesia Innovation and."— Presentation transcript:

1 KOESHARTANTO Corporate Human Resources, PT Agung Podomoro Land Tbk 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 November 2012, SME Convention Center, Jakarta PENGEMBANGAN HUMAN CAPITAL DI PT AGUNG PODOMORO LAND TBK/GROUP

2 …1973… 1969 Note: Red fonts: APLN’s projects (1) Based on commencement date of construction (2) First high-rise development Resilience through the crisisEstablishmentConsolidation and growthContinued 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 Sudirman Emporium Pluit The 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 developmen t 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

3 BUSINESS CHALLENGES 1.Going global and dynamic market 2.Shortage talented people 3.Multiple generations 4.Cost of doing business 5.Technology optimalization OPERATIONAL CHALLENGES 1.Lack of trust from other business functions 2.HC incapability 3.Trapped in comfort zone IMPACT ON HC PRACTICES 1.Managing multi culture 2.Developing talent requirements strategy 3.Stimulating and maintaining peak performance 4.Emerging productive organization model THE SITUATION WE FACED AT THE BEGINNING

4 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 RESULT PLAN THE ACTION

5 APL Performance Assurance System MOBILISE CHANGE (Direction, Leadership and Accountability) TRANSLATION OF STRATEGY TO OPERATIONS APL PERFORMANCE ASSURANCE SYSTEM MOTIVATE INDIVIDUALS TO SUPPORT STRATEGY MAKE STRATEGY A GOVERNANCE PROCESS ALIGN UNITS TO THE COMPANY STRATEGY Strong commitment from Bp Trihatma K Haliman Strong 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)

6 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 ③ ATTITUDE IMPROVING HC TEAM CAPABILITY TO DRIVE TRANSFORMATION

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


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