Materi Soft Skill

1. Pambudi Sunarsihanto
HR Director, Citibank Indonesia

2. Pambudi Sunarsihanto
2
 Now: HR Director, Citibank Indonesia, Jakarta
 2011-2013: People Development Consultant, MAZARS, Singapore
 2010-2011: Head of Global Competence Development, Nokia Siemens Networks, Munich
 2008-2010: Executive Vice President, Human Resources, Telkomsel, Indonesia
 2006-2008: Head of HR Development, Nokia Mobile Phones, China
 2000-2006: Head of Training & Development, Nokia Mobile Phones, Singapore
 1998-2000: Training Sales Manager, Nokia Networks, Thailand
Education:
 MBA Helsinki School of Economics, Finland
 Master in Computer Science at University of Nantes, France
 Bachelor in Computer Science at University of Nantes, France
Working Languages : English, French, Bahasa Indonesia

3. Global Footprint
Citi is a global firm with a presence in over 160 countries
Employs over 275,000 people world-wide and interacts
regularly with over 65,000 corporate clients
495 of the global Fortune 500 companies are Citi clients
3

5. Rini Soemarno

6. 6 Are we ready?

7. Masyarakat Ekonomi ASEAN 2015
Are we ready?

8. VUCA world
8
Volatility
Uncertainty
Complexity
Ambiguity

9. Old Reality of Work New Reality
People need companies Companies need people
Machines, capital and
geography are the competitive
advantage
Talented people are the
competitive advantage
Better talent makes some
difference
Better talent makes a HUGE
difference
Jobs are scarce Talented people are scarce
Employees are loyal and jobs
are secure
People are mobile and their
commitment is short term
People accept the standard
package they are offered
People demand much more
Source:: Michaels, Ed; Handfield-Jones, Helen; Axelrod, Beth (2001), The War for Talent, Harvard Business School Press.
The business growth in Asia has the implication on the talent war

10. • The world is changing
• And the world will continue to change
• You cannot stop the change

11. The world will continue to change …
11

12. How to manage your talents in a VUCA world?
1. Adjust your leadersip style
2. Differentiate your method in developing talents
3. Strengthen your Employee Value Proposition

13. Lifecycle of a business
Start-Up
Rapid-Growth
Maturity Decline
Rebirth
The Entrepreneur
The Executor
The Controller
The Energizer
The Entrepreneur
Different leadership style in
Different time

14. Key leadership attributes
14
Explorer Take-Risks
Supporting Allow Mistakes

15. Key leadership factors
15
Business
Lifecycle
Key Leadership Factors
Start-Up
(The
Entrepreneur
)
Leadership demands passion for the vision.
The Start Up has to identify a market niche with customer needs and has to develop a
new product/service to satisfy customers need.
The leader has direct hands-on involvement in the day-to-day“nuts and bolts” of
business operations.
Rapid Growth
(The
Executor)
Leadership experiences the demands of entrepreneurial growth.
The product/service has been piloted, tested, refined, and aggressively deployed. The
leader is directly dealing with many managerialproblems.
The leadership style is participativeyet autocratic for key businessdecisions. Roles and
responsibilities need to be defined.
Strategymust be discussed and implementedin terms of goals and objectives, and
accountabilityneeds to be shared.
Maturity
(The
Controller)
A shift from the entrepreneurialmanaging model to a professional general management
approach is now needed due to the company’s scale and scope.
The leader either needs to adapt to this new leadership style.
The business plan concept and model has been validated and accepted.
Leaders spend a significantamount of time on growth strategy and an adherence to
more formal administrationand controls.
The leadership style is supportiveby consensus,with the organization coping with lots
of change.

16. 16
Business Lifecycle Key Leadership Factors
Decline
(The Energizer)
Leaders must face reality. Then they should gather their teams togetherand gain
agreement about the root causes.
Widespread recognition of reality is the crucial step before problems can be solved.
Attemptingto find short-term fixes that address the symptoms of the crisis only
ensures the organization will wind up back in the same predicament.
Rebirth
(The
Entrepreneur)
Leaders need to continuouslylook for other opportunities.Identify the trend,
understand customer pain points, live and breath with customers, and find any
potentialareas that could help the customers.
Show strong commitment and send consistent message to both employees and
customers.
When the opportunities are identified, then we need to come back to Start-Up
mentality
The key learning point is to understand in which stage of the business the company is and
which leadership style need to be applied. We have to be aware of other leadership style,
so we can apply in different style in the different situation.
Key leadership factors

17. 17

18. Differentiate your method in developing talents
18
LOW MEDIUM HIGH
HIGH
MEDIUM
LOW
Performance
Potential

19. two y
Strengthen your Employee Value Proposition
Hire the right talents => Make your retention easier

20. What are your Employee Value Proposition?
1. Your company brand?
2. Your global presence?
3. Your career development?
4. Your great leaders?
5. Your attractive compensation?
6. Your office location?
7. Your working atmosphere?
8. Your team-working?
9. ... 20
Define
Communicate
Implement

21. The One Number that you must focus
21
Employee Promoter Score
to work here

22. 22
Pambudi Sunarsihanto
Human Resources Director
Citibank Indonesia