1. +
HR Transformation
By Krisbiyanto
@krisbi27
Senior Partner of PortalHR

2. +
The Current Major Issues
n Generation Gap in the Workforce needs to be addressed
differently in the organization
n Globalization
n Talent and engagement still the most commonly issues in the
organization
n Expansive Growth and Cost Pressure
n Merger and Acquisition
n IT and Big Data driven
n Social Media has driven a communication in organization

3. +
ABOUT INDONESIA

4. +Indonesian Current Condition -
Internet Users
Total population in Indonesia is around 240 million
Number of Internet Users in 2012 is around 110,722 million
People or 46.15% of total population

5. +Indonesia’s Outloook
From Total Population of 240 Mio:
• X gen is 24%,Y gen is 28%, Z gen is
31% and the rest boomers and other is
17%
• Internet penetration is 21%
• Indonesians are 3rd in the world for
freedom to speech
• The 60% facebookers are “Y” gen
• 2nd largest facebook nation
• 3rd largest twitter nation
• Have the power to influence trending
topic on twitter
• SME gain more through Social Media
than MNC
• A fast growing market for tech start up
https://wiki.smu.edu.sg/digitalmediaasia/
Digital_Media_in_Indonesia

6. +
Impact of Social Media in Organization
#1. Employee Branding
#2. Collaboration & Communication
#3.Talent Recruiting
#4. Assessing Online Record
#5. Professional Development
#6. Employee Engagement
#7. Driving Innovation
#8. Alumni Relations
Source: Manpower Employer
Perspectives on Social
Networking, 2009
Indonesian Organization
Is still very slow responding
with the impact of social
media movement

7. +
TRASNFORMATION

8. +
The HR Management
Transformation
HRValueAdded
Time
Personnel
Administration
Human Resources
Management
Human
Capital
HC Performance
Productivity
-Provide Employee Services
-Analyzing HR needs and
developing Plan
-Aligning HR Strategies that
support Business Strategy
-Focusing in Performance
and Productivity
70’s
80’s
90’s
00’s

9. +
The HR Transformation Objective
• HC Alignment
• Business Sustainability
• Engage Workforce
• Productive Workforce
• Effective Organization

10. +
4 HR Transformations Road Map
HRTransformation
1
2
3
4
Understanding the Business, Solution
Integration and Change Analysis
Strengthening the HR Roles as
Business Partner (BP) and Center of
Expertise (COE)
Benchmarking and Workforce Analysis
Building HR Shared Services
and Outsourcing Opportunities

11. +
The Latest HR Evolution from Dave
Ulrich
Wave four uses HR practices to derive
and respond to external business
conditions, called "HR from the outside
in". Outside-in HR goes beyond
strategy to align its work with business
contexts and stakeholders.The three
earlier waves represent HR work that
still has to be done well: HR
administration must be flawless; HR
practices must be innovative and
integrated; and HR must turn strategic
aspirations into HR actions. But rather
than rely on these waves, future-facing
HR professionals should look outside
their organisations to customers,
investors, and communities to
define successful HR.

12. +
Effective Management
Demonstrating in 5 keys Area

13. +
WELCOME BIG DATA ERA

14. +
HR Organization are not ready
facing big Data Era

15. +
An Evolved Organization

16. +
A CASE STORY

17. +
A Case Story
n Private Public Listed Bank
n Employee around 17,000
n Outlet Coverage : all over
Indonesia Provinces
n BTPN heavy Challenge is its
extremely rapid growth
organization, expansive business
growth (pension, syaria and micro
banking).
n Rapid growth of its employee from
5,500 employee in 2008 to 17,0000
employees which mostly 60% are Y
generation.

18. +
A Case Story to Share,
Bank Tabungan Pensiunan Nasional (PT Bank BTPN,Tbk)
n Established in
Bandung,West
Java with the
name Bank
Pegawai
Pensiunan
Militer
(Bapemil).
n Texas Pacific
Group (TPG)
Nusantara S.a.r.l
acquired 71.6%
of BTPN’s shares
through the
Indonesian
Stock Exchange.
BTPN became a
publicly listed
company with
an asset base of
IDR 13.7 Trillion.
n Obtained
license to
become a
commercial
bank.
n Changed its
name into
Bank
Tabungan
Pensiunan
Nasional (PT.
Bank BTPN).
1958 1960 20081986
n Launched Micro &
Small business line,
with the opening of
539 branch offices
and a credit growth
of IDR 2.3 trillion in
one year. Issued
the first long term
Rupiah-based
bond with a credit
rating of A+
(National Scale
Rating) from Fitch
Ratings.
2009

19. +
BTPN
2008
• 5,550 emp
• Dec 13.697
T or 1,441
bio US
2009
• 10,350
emp
• Dec 22.27
T or 2.34
bio USD
2010
• 12,550
emp
• Dec 22.27
T or 2.34
bio USD
2011
• 15,500
emp
• Dec 46.6 T
or 4.9 bio
US
2012
• 17,200
emp
• June 52 T
or 5.4 bio
USD
39 branches
In 2008
1,047 branches
In 2010
1,754 branches
In 2012
BTPN is an extremely rapid growth organization which
Historically Background is a family owned private bank in 1958
into professional managed bank owned by overseas investor

20. Our Journey …
Standard Practice
Aligned Structure and
Reward with the Bank
Strategy
Built dedicated
engines for Micro
Business
Built trust with the
existing people
Improved basic HC
infrastructure
Established BTPN
Learning Institute and
introduce a Common
Leadership Language
Progressive Practice
Enable Business
Performance & Growth
through Organization
Effectiveness
Strengthen Business
Pillars :
• HC Service Delivery
• Center of Expertise
• HC Governance
Live the MVV
On the Horizon
HC anticipates strategic
issues and leads efforts
HC Portal – customized web
based / vision of paperless
administration
Precision workforce
planning / emphasis on
retention and relationship
extension
Talent management links
development, career
planning, talent
assessment & developing
future leaders
Real-time workplace
experiential learning
supported by interactive
technology
Where we were in 2008 Where we are now Where we will be in the future

21. +Key Focuses
n Support business to
achieve business
performance as well
as people objectives
• Develop HR/
people products
based on market
best practices to
fit with company
objectives
• Provide
operations &
services to
deliver agreed
service level,
efficient
processes and
operation risk
management
Relationship
Mgmt.
Center of
Expertise
Shared
Services

22. +Key Accountabilities
n People Performance &
Rewards Management
to support & align with
business performance
n Talent management
n Embed employee
engagement
• Reward &
Performance
• Organization Design
(incld. MPP)
• Industrial Relation
• Employee
Engagement
• Learning & Talent
Development
• People Risk
• Database
Maintenance
• Payroll & Benefit
Processing
• Help Desk (Contact
Ctr)
• Resourcing
Operations
• Training Services
• Operation Risk
• HR System
• MIS & Dashboard
Relationship
Mgmt.
Center of
Expertise
Shared
Services

23. +Deliverables
HC PRODUCTS COE RM SS
Rewards Design Rewards Strategy, design
Rewards Programs & Policy,
Manage People Cost at Corporate
Level
Specific Rewards Program to fit
with biz needs, Aligning Rewards
with individual & business
performance, Manage People Cost
at Business Unit level
Deliver compensation & benefit
operation & services, produce
report & MIS on people cost,
Service/Contact Centre
Performance
Management
Design Performance Mgmt
System & Policy, Ensure
alignment to business
performance at company level
Implement PMS (incld managing
poor performance), ensure
alignment to business performance
Performance database &
documentation
Organization Design Design OD policy, Job Evaluation
Methodology (incld. Job analysis,
Job grading), MPP strategy &
policy
Design Organization Structure,
implement Job Desc, Job Eva, Job
Grading, MPP in each business/
function
Employee Database, MIS
Learning & Talent
Development
Develop Training Modules/
Curriculum, Trainer, Talent
Identification Methodology, Talent
Development Guideline, Talent
Pool at Corporate Level
TNA, Talent Classification, Talent
Development Plan & Monitoring
Training Delivery, MIS
Resourcing Design resourcing strategy
methodology, tools
Monitor MPP fulfillment Recruitment process
Employee Engagement Design Engagement Measurement
& Methodology
Monitor implementation & ensure
engagement level
Survey Delivery
Industrial Relation Design Policy, Compliance,
Procedures
Monitoring Database
People Risk Risk Type Owner (RTO) Risk Mitigation at business/
function level
Operation Risk

24. +
Destination Model
Centre of Expertise
n Best in class, right solutions
n Specialist knowledge
n Policy & process development
Shared Service Centre
n ESS/MSS Support
n Centralized administration
processing
n Monitoring HC Effectiveness (HR
RoI)
n Relationship Manager
n Formulating strategy
n Business partner
n Facilitate use of right
products & processes for
people solutions
n Coordinating local business
HC needs
n Coaching Managers & staff
Driving
Business
Performance
PRODUCTS ADVISORY

25. Current Structure
HC PRODUCTS COE SS RM
Rewards
Performance
Management
Industrial Relation
Organization Dev.
Resourcing
Learning & Talent
Development
Employee
Engagement
People Risk
HC Ops
(CHC)
HC Heads :
RB
UMK
OPIT
SFs
HC
BTPN Learning Institute
CoE
(CHC)
CHC/Res UMK
na HC Ops (OR)

26. Proposed Structure
HC PRODUCTS COE SS RM
Rewards
Performance
Management
Industrial Relation
Organization Dev.
Resourcing
Learning & Talent
Development
Employee
Engagement
People Risk
HC Ops &
Services
HC Heads :
• RB
• UMK
• OP/IT
• SFs
• HC
BTPN Learning Institute
Corp. HC
Mass Resourcing
n/a HC Ops & Serv
OD

27. +
A CONCLUSION

28. +
A Conclusion to learn
n Transformation is about the change, and change is equal to
pain
n Transformation is a journey, you can speed it up but you need
to be well prepared
n There is no quick jump, you should follow the process in
transformation
n There is no perfect fit that one succeed story in one company
can be duplicate in another company although we can learn
from it