Solution of Case Study "Buavita" in Human Resource Approach. This slide is registration requirement of Unilever Future Leaders' League 2013. I do Human Resource Approach. Please give me a feedback. Thanks

1. Dimas Ramadhani_Univesity of Indonesia_
Human Resources_dmasramadhani@gmail.com_089652410221
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2. Hi, My name is Dimas Ramadhani
I am IT Geek, Passionate Learner & Change-maker wannabe
Beside college, I am:
 CEO of SunSquare Studio, Tech
startup in education and
technology.
 CEO of HipoTipo, Typographic
T-Shirt Store of Indonesian
Traditional Languages.
I have a lot of failures and a little
gifts:
 Grand Prize Winner Sanitation
App Challenge World Bank,
Washington DC, 2013
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




I train my leadership here:
Human Resources of Asia
Pacific Student Forum 2013
Person in Charge Seminar
Computer Festival 2013
Project Officer University of
Indonesia Goes to Bengkulu
2013
Campus Coordinator of
CloudIndonesia UI
Human Resources of BEM
Fasilkom UI 2012
Dreamspark Windows 8
Champ Microsoft Indonesia
for UI.
 1st Place Sanitation Hackathon
World Bank, Jakarta, 2012
 Finalist of IT Business Case
Competition Binus University
2013
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3. I do Human Resources Approach
Before I start, let’s see some
facts about Buavita:
 Acquired from Ultrajaya in 2008
 Market leader in juice product in 2008
 The agreement of the acquisition:
Unilever have the brand, but Buavita still
produced in Ultrajaya
 Ultrajaya had implemented SAP since
2002
 Unilever fully implemented SAP in 2008
So, here we go:
The Key Steps to ensure
smooth transitions
1 HR involved early
“Human Resources can — and should — play an
early and important role in acquisitions.” Stefanie
Sugar, TLNT, Co-founder Tasman Consulting
So, HR will try to understanding
employees’ needs and concerns,
involving and empowering the incoming
leadership team. Make workforce
integration project plan.
2 Doing due diligence Process
Conduct HR due diligence review. This
involves a comprehensive human
resources profile of Ultrajaya.
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4. 3 Work together with HR from
Ultrajaya
Collaborate to make a great team.
Discuss the department's strategic
goals, challenges, successes and
resources.
4 Develop each HR discipline
area
5 Collaboration in C-Level
During transition
 Sharing company vision and value.
 Setting a strategic program with
measurable goal.
When Acquisition launch
 Launch the Program!
Including employee relations,
compensation and benefits, safety
and risk management, and training
and development.
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5. 6 Introduce Unilever Culture
“When you buy a company, culture is key”
Norm Brodsky, INC, Entrepeneur
Unilever have to introduce their
organizational culture to Buavita team
from Ultrajaya.
SAP Integration and
7 Transition Training
 System Integration
 Training for new employee
References
 SWA. 2004. Jalan Berliku Menuju
Efisiensi. http://swa.co.id/listedarticles/jalan-berliku-menuju-efisiensi-2.
Diakses pada 16/10/2013
 Suryadi, Dede. 2007. Unilever Indonesia:
Akuisisi Mempercepat Penetrasi Pasar.
http://202.59.162.82/swamajalah/sajian/d
etails.php?cid=1&id=6928. Diakses pada
16/10/2013
 Brodsky, Norm. 2011. Making a Smooth
Transition When Buying a Business.
http://www.inc.com/magazine/201112/no
rm-brodsky-on-making-a-smoothtransition-when-buying-a-business.html.
Diakses pada 16/10/2013
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