GI Net 12 - Building Indonesian Global Leaders | Unilever Indonesia

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Materials presented during the 12th GI Net: "Developing Global Competence for (Future) Indonesian Leaders" on August 30, 2013, by HR Director of Unilever Indonesia

GI Net 12 - Building Indonesian Global Leaders | Unilever Indonesia

  1. 1. Building  Indonesian    Global     Leaders........... Jakarta,    30th  August  2013 Presenta4on  to    Global  Indonesian  Network Enny Hartati Sampurno
  2. 2. My  Name  is  Enny….and  I  am  a  working  Mom
  3. 3. MY  22  YEARS    CAREER  IN  UNILEVER
  4. 4. UNILEVER INDONESIA STRONG LOCAL ROOTS WITH 80 YEARS OF HISTORY 1933 Established under the name Lever’s Zeepfabrieken N.V. in Angke, Jakarta 1982 Went public and listed 15% shares on the Jakarta & Surabaya Stock Exchange 1992 Entered ice cream business 2000 Entered soy sauce business 2008 Established the biggest Skin Care factory in Asia in Cikarang, Bekasi 1999 Acquired Fabrics Conditioner and Household Care business 2008 Entered fruit juice business 2010 Entered Baby Personal Care product
  5. 5. Unilever has been 80 years in Indonesia Our Vision : “To earn Love and Respect of Indonesia by touching the life of every Indonesian everyday”
  6. 6. You know us by our brands We reach 100 % of Indonesia consumers
  7. 7. Building Indonesian Global Leaders The  business  case
  8. 8. 8 4 Mega-Trends The world moves South and East Living differently The environment under stress Digital revolution The world moves South and East
  9. 9. INDONESIAN TALENT WILL PLAY A BIGGER ROLE Consumer connection & understanding Think Local & Act Global Deep Cultural RootsCompetitive ‘Battlefield’
  10. 10. The Case of Unilever Indonesia
  11. 11.  Indonesian  Global  Leaders 1. Preparing Leaders who will lead Indonesia in the next 3-5 years 2. To increase Indonesia’s influence in the global agenda Objectives :
  12. 12. The challenges 1. Pre    Assignment 2. During    the  Assignment 3. Post    Assignment
  13. 13. The challenges - Pre Assignment 1. Mobility - Flexibility to move Family Working Couples 2. Success Rate of Interview - “We” vs “ I “ - Nice personality vs determination - Not enough preparation - Long term orientation Style and language leads to wrong perception
  14. 14. The challenges - During Assignment 1. Cultural Dimension 2. Too many changes at once - Different Geography - Different nature of the job (brand building to brand development) ( different category) - Different work level - promotion 3. Strength/Personality vs Roles
  15. 15. The challenges - Cultural Hofstede’s cultural dimension
  16. 16. CULTURAL AWARENESS WHEN WORKING WITH OTHER NATIONALITY PDI – Power-Distance IDV – Individualism MAS – Masculinity Culture UAI – Uncertainty Avoidance LTO – Long-Term Orientation
  17. 17. The challenges - Post Assignment 1. Timing    vs      Available  posiCons
  18. 18. Robust Talent Pipeline Early Identification Sending the right people DNA Cultural Awareness – Be You but culturally sensitive • Watch list or Lister or Top 3 Box • Balance Operations vs. Strategic • Strong Influencing & communication skills • Versatile THE    ENABLERS…. 2009 2010 2011 2012 2013 ytd 1414 531 No of SWAP - Assistant Managers • HP 4 : 150% • HP3 : 75% • HP2 : 50% • Cultural awareness sessions • Sharing sessions from global leaders / peers . Coaching - Interview tips and tricks - Awareness of the interviewers on our culture • Expose the team in the regional projects
  19. 19. Keep them Warm Close monitoring • Regular contact • LDT • Rating The    Enablers….. Talent Control Towers • Releasable talent • Talent traffic management
  20. 20. Thank You

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