The document outlines the strategic management approach to human capital at Telkom, detailing the roles and responsibilities of key personnel, including Dr. Dwi Heriyanto. It emphasizes the alignment of human capital strategies with corporate goals, the importance of various strategic initiatives, and the methods of assessing and enhancing organizational capabilities. Furthermore, it discusses the use of analytics, talent management approaches, and the strategic planning framework necessary for sustaining a competitive advantage in the digitally evolving landscape.

1. Dwi Heriyanto B.
VP Human Capital Strategic Management
Expert Insight
S e r i e s # 2 4
HC Strategic
Management
K a m i s , 1 5 O k t o b e r 2 0 2 0

2. 1990 2000 2018
Doctor of
Strategic Management
PADJADJARAN
UNIVERSITY
Master of
Telecommunication
Management
UNIVERSITY OF INDONESIA
Bachelor of
Industrial Engineering
UNIVERSITY OF INDONESIA
(July 2020 – Now) Vice President Human Capital Strategic Management
(11/2019 – 6/2020) Director Higher Education YPT
(2018 – 7/2019) Vice President Human Capital Development
(2016 – 2018) Vice President Human Capital Strategic Management
(2014 – 2015) Senior General Manager Telkom Corporate University
(2013 – 2014) Deputy SGM Telkom Corporate University
(2012 – 2013) Marketing Director PT Admedika (Subsidiary TelkomGroup)
(2010 – 2012) GM Corporate Business
(2007 – 2010) GM Consumer Business
EDUCATIONS
CAREER JOURNEY
OTHER ASSIGNMENT
(9/2020 – now) Commissioners PT BOSNET
(2019 - 5/2020) Commissioners PT PINS
(2018 – Now) Advisory Board AMOEBA Management
(2017 – 7/2019) Commissioners PT Infomedia Nusantara
(2017 – 2018) Coaching and Mentoring 4 Startup (OpenTrip, Arkademy, SmartEye, ZoomIn
(2013 – 11/2019) The Board of Trustee Telkom Foundation (YPT)
VP HC Strategic Management
Dr. Dwi Heriyanto B.
Telkom Landmark Tower (TLT) 29th
floor
Jl. Gatot Subroto Kav. 52, Jakarta Selatan
dwihb@telkom.co.id
dwihbdwihb Dwi Heriyanto
Since : Dec 1990JOIN TELKOM

3. Do You Know What is
Human Capital
Strategic
Management ?

4. Point
Human Resource
Management
Human Capital
Management
Sudut
Pandang
Memandang karyawan
sebagai supporter atau
pendukung.
Memandang karyawan sebagai
ujung tombak atau kunci dari
organisasi
Fokus
Memastikan sumber
daya manusia menjadi
supporter dalam
pelaksanaan strategi
bisnis, dengan segala
yang ada pada dirinya.
Strategi-strategi mengoptimalkan
talenta untuk menghasilkan atau
mencipta value yang digunakan
untuk mengaktualisasi dan
mempercepat tercapainya
strategi bisnis yang efektif dan
efisien.
Pengukuran
Lebih berfokus kepada
seberapa banyak yang
sudah diberikan
karyawan kepada
perusahaan.
Untuk mendapatkan,
menganalisis dan menyajikan
informasi dalam rangka
mengembangkan organisasi
Source : Sinergia Consultant
PROCESS HUMAN
STRATEGIC
OPERATIONAL
Human Capital
Strategic
Management
Management of
Transformation
and Change
Management of
Firm
Infrastructure
Management of
Employee
Collaboration
Source : Human Resource Champions, Dave Ulrich
HUMAN CAPITAL STRATEGIC MANAGEMENT
Strategic Management adalah suatu proses yang merupakan bagian dari
tugas umum dari manajer suatu organisasi yang kompleks untuk
mengembangkan dan menggunakan strategi agar terdapat keselarasan
(co-allignment) antar kompetensi organisasi dengan peluang dan kendala
lingkungan. Tujuannya untuk menciptakan keunggulan bersaing sehingga
dapat memiliki kinerja yang unggul dan mempertahankannya secara
berkelanjutan (Hill & Jones, 2013).

5. Human Capital Strategic Management
a. Formulate a functional strategy of human capital
management that is aligned with the established
corporate and business strategy
b. Formulate a human capital management roadmap
and master plan for the Telkom Group
c. Formulate an organization structure implication,
which is an implication which is an interpretation of
Telkom's corporate strategy and business strategy as
a group
d. Formulate policies for organizational structures, job
management, governance, and organizational
structure management mechanisms
e. Formulate a human capital people analytic
framework
f. Provide recommendations for improvement in
human capital management based on people
analytics studies
g. Formulate policies and mechanisms for managing
corporate culture and change management that are
aligned with the corporate strategy and
h. Formulate a management mechanism and
coordination of management contracts and
strategic initiatives within the scope of human
capital
RESPONSIBLE FORUnder Human Capital Management Directorate
5

6. How We Create
Human Capital
Strategic
Management ?

7. Start with
HC Planning

8. ¢ CSS (5 tahun): Merupakan dokumen
strategi pada corporate level yang
didalamnya berisi tentang:
4 Visi, Misi, Strategi Objektif dan Inisiatif
Strategis.
4 Corporate Composition (Portofolio
bisnis yang akan di kelola beserta arah
bisnisnya)
4 Corporate Management (Alokasi
resource dan organisasi pendukung)
4 Proyeksi Keuangan Konsolidasi dari
semua portfolio bisnis.
4 Profil resiko perusahaan
¢ Dokumen Business Strategy (5 tahun):
1. Business Strategy berdasarkan segmen
pelanggan (dikenal dengan dokumen
GBP/ Group Business Plan), yang terdiri
dari: CFU dan FU.
2. Business Strategy berdasarkan product/
services (SBP/ Strategic Business Plan),
terdiri dari seluruh portofolio produk dan
pelanggan.
¢ Dokumen Functional Strategy disusun
oleh masing-masing fungsional di
Direktorat (Master Plan: Network, IT,
HR, Finance, etc).
Business Plan
Functional Plan
CORPORATE
DIVISION
(BUSINESS)
FUNCTIONAL
GENERICTELKOM IMPLEMENTATION
Corporate
Plan
(CSS/ RJPP)
TELKOM has a diverse business portfolios, and strategy developed within the company should refer to 4 levels of Hierarchy Strategy
Telkom’s Strategic Planning Hierarchy

9. 9
Drivers:
1. RAPBN 2021
2. CSS 2021-2025
3. Kick Off RKAP 2021
4. Pedoman RKAP 2021
CSS 2021-2025
CFUs BUSINESS PLAN
2021 - 2025
HC MASTER PLAN
2021 - 2025
HC MAIN PROGRAMS 2021
- 2025
HC STRATEGIC BUDGET
2021
CORPORATE LEVEL
FUNCTIONAL LEVEL
BUSINESS LEVEL
OPERATIONAL LEVEL
SI 6 Gear Up for Streamlined Lean Digital-Ready Organization
SI 8 Transform Digital Telco Talents & Incorporate Digital Culture
SI 7 Improve Operation Quality & Synergy
SI 10 Link Up Group Strategic Planning & Implementation and Enhance Risk Management & Compliance
CSS STRATEGIC INITIATIVES 2021-2025 RELATED TO HCM
CFU BUSINESS PLAN 2021 – 2025
HC MASTER PLAN 2021 - 2025
• Strategic Intention : Develop Telkom as productive and digital-ready organization with best-
in-class digital talents and clear digital culture
• Strategic Objective : Be one of the most reputable companies for digital talents in Indonesia
• Human Capital Strategy : HARMONIZE
HC MAIN PROGRAMS 2021
HC STRATEGIC BUDGET 2021
CORPORATE ANNUAL MESSAGE 2021
HC Strategic Management is driven by CSS, Business Plan, HC Masterplan, and HC Main Programs translation
FU HCM Strategy Philosophy : Cascading The Strategy

10. Source Prof. Dr. Sucherly SE. , MS, Unpad
Strategy development are compiled based on stages and levels
Telkom’s Strategic Management Concept & Levels

11. STRATEGIC SITUATION
ANALYSIS (SSA)
STRATEGY
IMPLEMENTATION (SI)
STRATEGY FORMULATION
(SF)
STRATEGY EVALUATION &
CONTROL (SEC)
Adalah tahapan melakukan
analisis terhadap kondisi
internal dan eksternal serta
identifikasi tantangan
strategis dan keunggulan
strategis yang dimiliki atau
dihadapi perusahaan
Adalah tahapan untuk
melakukan assessment dan
perumusan terhadap:
purpose, visi & misi
perusahaan; strategi;
kebijakan.
Contoh tools yang digunakan:
• External Factor Analysis: PESTEL,
7Cs, Porter 5 Forces
• Internal Factor Analysis: Business
Functional Analysis, 7S McKinsey,
SWOT, Internal Surveys
Adalah tahapan perencanaan
implementasi atas strategi
yang telah ditetapkan, yang
secara umum terdiri: program,
budget, procedure atau
guidance
Adalah tahapan untuk
memastikan agar implementasi
strategi dapat mencapai sasaran
atau target yang telah
ditetapkan
Contoh tools yang digunakan:
Key Performance Indicator (KPI) &
Management Review
Feedback
11
Strategic Planning Process

12. 12
ANALYSIS DECISION ACTION PERFORMANCE
Strategic Situation
Analysis (SSA)
Strategy
Formulation
(SF)
Strategy
Implementation
(SI)
Strategy
Evaluation and
Control (SEC)
External Environment
Analysis
7 C, PEST (TO)
EFAS:
(Opportunities & Threats)
IFAS:
(Strength & Weakness)
Internal Environment
Analysis
BFA (WS)
Input
External Data
7C:
• Customer
• Channel
• Company
• Complementor
• Competitor
• Center
• Change (PEST)
PEST:
• Political-Legal
• Economical
• Socio-culture
• Tecnology
BFA:
• Marketing
• Financial
• Operational
• Human Resource
• Innovation
Input
Internal Data
Feed Back
• Vision, Mission,
Strategic
Objective
• Strategies
• Policies
• Programs
• Budgets
• Guidances
Potential Blind Spot
Identification
Key Performance
Indicator (KPI)
Management
Review
Source Prof. Dr. Sucherly SE. , MS, Unpad EFAS: External Factors Analysis Summary IFAS: Internal Factors Analysis Summary
Telkom follow strategy development process staging from SSA to SEC
Strategy Development Process

13. STRATEGIC SITUATION
ANALYSIS
(SSA)
STRATEGY IMPLEMENTATION
(SI)
STRATEGY FORMULATION (SF)
STRATEGY EVALUATION &
CONTROL
(SEC)
Purpose
Vision
Mission
CFU & FU Business
Strategy
External Analysis
Internal Analysis
• Business Landscape
• Global HR Trends
• National HR Issues
• CFU/FU Business Priorities
• Telkom Group Workforce Profile
• Telkom Group Productivity
• Current Organization State
• Culture
• HC Applications
• Feedbacks from Employees
Strategic directions for
HCM
CSS Document
HC Challenges Summary
HCM Strategic Initiatives from
CSS
HCM Strategic Intention
HCM Strategic Objective
Functional Strategy
Implementation Program
Charters & Directions
HCM Roadmaps
HCM Cost
Workforce Planning
Management Review
Guidance
KPI Guidance
Risk Assessment &
Mitigation Plan
HC Strategy Development Phases

14. Data Analytic & People Analytic
Use and trust data analytic for sharing data,
get qualified data and insight to predict not
only analytics and technology, but also the
employee behaviour, performance and
phycological aspect.
Talent Management &
Personalized Learning
• Proactively manage talent and be
quick to adapt to changing needs by
flexible career paths, including
horizontal, vertical career models.
• Rise of talent war to get competitive
talent in the market
• Training for talent tends to
personalized
Digital Workforce
Realigning workforces to facilitate
collaboration between employees and
advanced robotics, Artificial intelligence,
data from social media platforms and
employee services driven by technology.
HR Needs To:
Recruit and develop HR talent with
quantitative data modelling skill set, as well as
the ability to interpret data and understand its
business implications and Partner with the
business to identify how human capital
descriptive, predictive and prescriptive
analytics can inform strategic decision making
HR Needs To:
• Create a talent management strategy
that offers clear career paths and
opportunities for upward mobility,
promotes positive workplace
relationships and create personalized
integrated learning cycle
HR Needs To:
Develop talent with multiple skill sets,
which can adapt to variety of business
scenario and establish internal mobility
processes enabled by technology
Source: PWC: The Power to perform: Human Capital 2020 and beyond; PWC: The way we work – in 2025 and beyond; KPMG: The future of HR 2019: In the Know or in No: gulf between action and inertia
HR Trends - People
Strategic Situation Analysis – External
1
4
SAMPLE

15. EN
ABL
ER
Source : Orange white paper | February 2016
1
Macro Environment - PESTEL
POLITICAL
FACTOR
• Chance of stability of the
government for next 5 years
• Indonesia as the largest digital
economy in southeast Asia by
2020
“HR needs to uplift the
capabilities and skills especially in
Broadband and Digital”
ECONOMICAL
FACTOR
• Online Business growth
increased 40%
• Indonesia’s online business
revolution will boost gross
domestic income by 20%
• In Most Regions, revenue is
growing while profitability
margins declines
• Expanding digital Market
• New Tech Companies increase
valuations
“HR continues to transform and
adjust in era of digital
telecommunications”
SOCIAL
FACTOR
• 78% employees prefer working on
a contract basis
• Gen Y will represent half the
workforce by 2020 and three-
quarters by 2025
• Many companies are reluctant to
invest in people development
“HR should accommodate gen Y
balance life needs and develop
segmented understanding of the
various needs”
Strategic Situation Analysis – External
SAMPLE

16. Sources: Gartner; Strategic Workforce Planning: A Fundamental Beginner’s Guide
Understand
Business
Strategy
Identify
Capability
Needs
Diagnose
Current
Supply
Develop a Plan
1. Organization’s
strategic goals
2. Key business
initiatives &
projects
3. Employee
productivity
target
4. Critical skill &
competency
required
5. Job Function
& Job Family
required
6. Total
organization’s
formation
7. Distribution of
workforce
(organic
employee,
contract, etc)
8. Attrition rates
(inc. mortality,
leaving rates)
• Recruitment plan
• Internal mutation/
transfer plan
• Training &
development
• Recruitment/ transfer/
development cost
• Projected headcount9. Retirement rates
STEP 1 STEP 2 STEP 3 STEP 4
16
STRATEGIC WORKFORCE PLANNING FRAMEWORK
Framework SWP are based on some references of Gartner and SWP: A Fundamental Beginner’s guide literature.

17. Use Case:
Model HC Strategic Management TelkomGroup
(using Design Sprint)

18. Mission Analysis
Course of Action
War Games
Project Kickoff
MODEL STRATEGY HC
Strategy Sharing
Labs
Corporate Strategy
Lab
Sprints
Veteran Challenge
War Room
MISSION ANALYSIS
1. Strategy Sharing Lab
COURSE OF ACTION
2. Corporate Strategy Lab
3. Sprints
WAR GAMES
4. Veteran Challenge
5. War Room
RESULT : HC MODEL STRATEGY
HC Model Strategy Journey
HC MODEL STRATEGY JOURNEY
18

19. Mission Analysis focused on gathering, capturing, and analyzing information from
both qualitative and quantitative data sources to begin drawing themes
Find out customer
needs and pain
points
Evaluate
opportunities to
‘hack’
Prioritize
opportunities
Define initiatives
& experiments
Articulate
learning & refine
Start mobilizing
1
• Strategy Sharing Sessions with Business
Unit & HC representatives, including
CHCOs, HC VPs, and Business Partners
What We Did
• Current strategies of Business Unit & HC
understood in terms of their focus areas
and services they deliver
• Importance of HC themes and the gaps to
fill for each Business Unit:
o Capability & Culture
o Talent Sourcing, Development and
Retention
o Rewards
o Effective/Lean Organization
o Inorganic Growth
o Synergy/Collaboration
Key Output
• Qualitative analysis from output gathered in
SSLs
• Quantitative analysis from HR and employee
data gathered as part of HR Work Activity
review
• Current state assessment of the Workforce
Planning needs and priorities for Telco
Operator’s HC
Highlights
Image 1: Strategy Sharing Lab (SSL)
1. Mission Analysis : Strategy Sharing LAB
19

20. How
Pink is for Skeptics who identify roadblocks or challenges that keep Telkom away from being featured on that
magazine. Green is for Celebrators who identify what actions that will help Telco Operator be featured on that
publication
Visioning Exercise
Thinking about the future business challenges and
future HC customers
Exploration, Prioritization
2. COURSE OF ACTION : CORPORATE STRATEGIC LAB
CSL is a visioning exercise whereas we imagined our organization already as a undisputed global leader, and what it means for us from a Human Capital perspective…

21. • Understood how a High Impact HC Strategic Model is structured and what are the responsibilities of the HR roles in the model
• Recognized the importance of the 4Cs for a future-ready HCM function:
o Create Capacity
o Grow Capability
o Empower Community
o Boost Credibility
Key Takeaways
• The 4C’s Enable High-Impact HR: A High-Impact HC Strategic Model requires critical shifts to achieve the 4C’s and enhance the workforce experience
• Gap Analysis of the difference between CURRENT and DESIRED maturity levels for HR Roles in a High Impact HC Strategic Model
Key Contents
Image 1: The 4C’s Enable High-Impact HR Image 2: Findings from Gap Analysis held during the session
3.COURSEOFACTION:SPRINTS1/2
21
Sprints #1 : Future-proof HC Function

22. • Understood leading practice in resourcing, how open talent platforms can be used and how internal talent pools can be improved through use of internal data base/people network.
• Explored new ways to build the talent pool through buying and partnering
• Emphasized on the leading motivators (e.g. performance, challenging work) to retain top talents
Key Takeaways
• Open Talent Platform in practice to show how internal talent pool are tagged by their location and expertise, making it easy to resource
• M&A disruption today, its impact to people and implications to how we manage and develop top talents
Key Contents
Image 1: Deloitte’s example of Open Talent Platform Image 2: The current and future implication of Inorganic Expansions
3. COURSE OFACTION : SPRINTS 2/2
22
Sprints #2 : Accelerate Capability for Digital Future & Inorganic Growth

23. Key Insights:
Where the Veterans have seen
this work done before?
Areas of Concern:
What are the key areas to look
out for ?
Differentiator in the
Digital War:
Can the programs help achieve
the Group’s vision & How do we
make the entire plan work?
4. WAR GAMES : Veteran Challenge
In Veteran Challenge, we unveil the first cut of the HC Model Strategy for Telecommunication Operator following expert input
23

24. Partner, Consulting in United Kingdom
Laurence Collins
Collins is responsible for the continued expansion of UK's leading HR
and workforce analytics practice within Deloitte's Human Capital
service area.
Partner, Consulting in United Kingdom
Jim Tapper
Jim is a seasoned talent management, strategy and change
management leader with over 30 years experience advising FTSE 100
and Fortune 500 CEOs, management boards and Boards of Directors.
Partner, Consulting in United States
Josh Bersin
Research, product, and marketing leader of Bersin by Deloitte.
Passionate and client-focused analyst in all areas of learning,
leadership, HR, and talent management.
Partner, Consulting in United Kingdom
Bill Pelster
Bill is a Principal in Deloitte with over 20 years of industry and
consulting experience. Bill is responsible for leading Bersin by Deloitte
practice and is a senior advisor to Deloitte’s Talent Management
practice.
MD, Consulting in United States
Noah Rabinowitz
Noah is a leader in Deloitte leadership with more than 20 years of
experience in both industry and consulting, Noah is a recognized
specialist in senior leadership development and succession planning.
Partner, Consulting in United Kingdom
Dimple Agarwal
Dimple is the global leader for Organisation Transformation and Talent.
She has over 21 years of experience in organisation and people
consulting with Clients in the UK, Europe, USA, Africa, India and
Malaysia.
The Veterans

25. Key Insights:
Socialize the Plan with selected
internal stakeholders in the
War Room
Areas of Concern:
What are the key areas to look
out for ?
Differentiator in the Digital
War:
Can the programs help achieve
the Group’s vision?
4.WARGAMES:WARROOM
In War Room , we draft work plans for all initiatives to be elaborated on the walls of a large conference hall for Telecommunication
Operator stakeholders to detail/refine
25

26. PURPOSE, VISION, MISSION
CORPORATE STRATEGY SCENARIO CFU/FU STRATEGY
HUMAN CAPITAL STRATEGY
COREVALUES
INTERNALFACTOR
HC COMMUNICATION HC PRACTICES & METRICS
HUMAN CAPITAL TECHNOLOGY, DATA & ANALYTICS
EMPLOYEE VALUE PROPOSITION / EMPLOYER BRANDING
ENVIRONMENT
TURBULENCE
EXTERNAL FACTOR
COMPLIANCE & INDUSTRIAL
RELATIONSHIP
CULTURE PEOPLE ORGANIZATION
26
Result : HC Model Strategic Framework TelkomGroup
INCREASE EMPLOYEE
PRODUCTIVITY
(EBITDA/ Employee)
DIGITAL TALENT READINESS
(Transform Telkom Group Employee Into
Digital Capable)
DIGITAL CULTURE INDEX
TARGET

27. Te r i m a Ka s i h
Anyone who stops
learning is old, whether
at twenty or eighty
- Henry Ford -