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4 of 22
Food & Beverage Business 2015
HR Trend 2015
HR Strategy to build Business Leader
Challenges to Implement Strategy
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Panelist Profile
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Wara Sri Handayani Head of Human Capital & General Services PT. Sinar Niaga Sejahtera
• Education Backgrounds – Bachelor Degree
• Padjadjaran Universiity Bandung – Faculty of Psychology (Major: Industrial & Organization)
– High School : SMAK Stella Duce, Yogyakarta – Junior High School : SMPN 1 Medan – Elementary School : SD Semarang & Medan
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• Job Experiences in Garudafood Group – Head of Human Capital & General Services 2015 - present – Executive & Talent Management Head 2012 - 2014 – Career Development Head 2010 – 2012 – Recruitment & Assessment Manager 2007 - 2010 – People Development Manager 2006 - 2007
• Job Experiences in others company – PT. Tigaraksa Satria, Tbk 2001 - 2006 People Development Manager
– PT Astra Agro Lestari, Tbk 1999 - 2001 Human Resources Supervisor
– PT United Tractors, Tbk 1996 - 1998 Recruitment & Assessment Officer
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Corporate Journey
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Distributed its products to most of the regions in Indonesia through PT Sinar Niaga Sejahtera, an affiliate that operates an expansive distribution network in the country
Established a joint venture company, PT Suntory Garuda Beverage, with Suntory Beverage & Food, the second largest beverage company in Japan.
Ventured into Indian market, GarudaFood set up a joint venture company, namely Garuda Polyflex Foods which manufactures and market wafer stick product under the brand “Gone Mad”
FOOD DIVISION: 6 Leading Brand : Garuda, Gery, Chocolatos, Clevo, Leo & SuperO2 BEVERAGE DIVISON: 5 Leading Brands : Okky Jelly Drink, Mountea, Koko Drink, Mirai & Mytea PLANTS: 14 Plants in Indonesia & 1 Plant in India DISTRIBUTION NETWORK: 350 Location in all over Indonesia to cover 350.000 outlets EXPORT TO MANY COUNTRIES
Established PT Tudung Putra Jaya (TPJ) as a food company in Pati, Central Java, the predecessor of GarudaFood
2015
1994
1990
2011
2012
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Roasted Peanut
Snacks Confectioneries
Coated Peanut
Biscuits
Milk Drink
Basic Food Functional Drink NPL :Gone Mad Choco Stick in India
Food Division
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Beverage Division
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Food & Beverage Business 2015
1.
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An overview of opportunities, capabilities and provisions :
Indonesia’s Food & Beverage Industry
MARKET OPPORTUNITIES
•400% growth in food
manufacturing. FDI projects since 2010 - (BKPM)
•Significant growth in the consumption and sale of food and beverages - (Frost & Sullivan, Business Monitor International)
• Increased production from farm & agro bussiness
EXISTING & FUTURE CAPABILITIES
• Increasing labour more than 930 ,000 in F & B manufacturing - (Statistics Indonesia)
•The lowest operating costs in ASEAN for the food and beverage plants - (Financial Times
GOVERNMENT PROVISIONS & SUPPORT
•The government's commitment to support investment in the food and beverage industry and R & D program.
•Support from the government for research and technology programs of food and agriculture
page 13 The Investment Coordinating Board of the Republic of Indonesia
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Trend HR 2015
2.
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Talent Trends: Global importance vs. readiness
page 15
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1. Culture & Engagement Culture & Engagement
Global Issues:
page 16
Low engagement in the most companies
The company has not had a program to measure and improve engagement
Employees are now like customers; companies have to consider them volunteers, not just workers
Leaders lack an understanding of and models for culture
The new world of work changes the way we engage people
Employees’ motivations have changed
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Attraction and retention problem | Tantangan di segmen karyawan kunci
8-9 dari 10
Indonesian companies have problems in attracting and retaining the employee
42%- 46%
Employees think that their organization has done a good job in recruiting and retaining qualified people
page 17
Attraction Retention
All employees 29% 34%
Critical-skill employees
78% 75%
High-potential empoyees
86% 75%
Top-performing employees
89% 79% Sources: Towers Watson 2014 Global Talent
Management and Rewards Study, Global and Indonesia
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Retention risk is high | Indicated by both increasing attrition/turnover and high levels
of employees who intend to leave their organization over the next two years
In Indonesia, 66% of employees are likely to leave the company within a period of 2 years
page 18
34%
32%
34%
Agree
Mixed
Disagree
12-13% average rate of turnover, Higher (around 18-20%) for specific industries Sources: Towers Watson 2014 Global Talent Management and
Rewards Study, Global and Indonesia
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2. Leadership Global Issues
# Deluitte University Press (2015)
page 19
The investment for the leadership
program is less consistent
Leadership program is limited to a few selected
employees
not strong in
establishing the
path of
leadership at all
levels
Difficult to
develop leader at
all levels
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# NBO Group Study (2014)
page 20
Q: What is the most significant cause of the failure Leader in the organization?
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HR Strategy to build Business Leader
3.
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CAREER DEVELOPMENT GARUDAFOOD GROUP
Potential Employee
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Career Development Focus
page 23
Position level Objective
People Readiness Successor Leader as Business Leader
Executive as Coach
Director V
Division Head V V
Dept Head V V
Section Head V V
Team Leader / Sales V V
Objective of People Development Description People Readiness (SJF) - Readiness for value, generic and technical comp per SJF
- Implementation : Competency Enhancement Succesor - Availability of successor for the next level
- Implementation : CP & CT Program Leader as Business Leader - Fulfill cross functional and business strategy competency
- Implementation : Executive Development Program
Executive as Coach - Availability of mentor - Implementation : Pool of Mentor
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Yearly
Indirect
Peer
Review
Subordinate
Review
Direct
Peer
Review
Direct
Superior
Review
Self
Review
direct
Subordinate
Review
Indirect
Superior
Review
Indirect
Superior
Review
Indirect
Subordinate
Review
Method: 360
degree
Value Mapping
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page 25
Employee Mapping (Competency vs Performance)
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Technical Competency Mapping
Head
Coordinator
Division Head
Department Head
Section Head Supervisor
Team leader Salesman
Staff.
Basic Program Act as induction program for each
cluster
Intermediate Program Focusing to perform
within role
Champion Pool Focusing to develop
next level competency
Assessment Field Evaluation Assignment
Assessment Field Evaluation Assignment
Reg Coaching Session
Reg Coaching Session
Projects On The Job
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Determine Development
Objective
Identify employee position in
competency map
Choose activity to develop
employee
Conduct Individual
Development Plan
Coaching & Counseling
People Development Process
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PEOPLE REVIEW PROCESS
Individual Profile Analysis Determine
talent
People Review Process
Replacement Table Chart (RTC)
page 28
II. Leader determine talent category for team a. Kader : Readiness < 1 tahun b. Talent : Readiness 1-2 tahun c. Emergency Candidate
I. Leader analyze Individual Profile based on • Value • Generic Competency • Technical Competency • Performance • People Mapping
III. People Development Committee conduct people review
IV. Leader has RTC for his / her unit
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Champion Development Program
Champion Pool
Champion Pool: Supervisory
Grade 3 to 5
Champion Pool: Managerial
Grade 5 to 7
Champion Star
Grade 7 to 9
Champion Trainee
Entry Level (S1)
Grade 3 to 4
Type of Champion Development Programs
Champion Development Program consist of:
LFE
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Challenges
4.
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Challenges in implementing Talent Management
• High Commitment from Top Management
• Culture Readiness
• Generation Gap between superior & subordinate
• Business changes and different needs in each Line of Business
• Readiness of all HR System that support Talent Management Program (OD, Perf Management, Learning & Dev, Reward Strategy)
• Leader / Line Manager as doer for this program, HR as facilitator
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Appendix