This document discusses strategies for transforming human capital in state-owned enterprises (BUMN) in Indonesia to increase their competitiveness globally and develop them as talent factories. It notes challenges like Indonesia's rankings in talent competitiveness and readiness being below neighboring countries. It proposes transforming BUMN's human capital systems through clustered business units, shared values, and developing talent pools and succession plans. The transformation aims to make BUMN engines of economic growth, social welfare providers, and job and talent suppliers. It emphasizes the CEO's role in prioritizing human capital and allowing experimentation.

1. Prof. Rhenald Kasali, Ph.D.
Senin, 22 Juni 2020
mahir
academy

2. Disruption
(dan meng-usangkan
yang lama)
Chaos

3. TOMORROW
Budget
Actual
SUSTAINING INNOVATION
Six Sigma Quality & Operational Excellence
Non-linear Business Model
Breakthrough Innovation
Exponential Innovation

16. 1
2
3
4

17. 5
6
7

19. @Rhenald_Kasali
Rumah Perubahan
RHENALD KASALI
@rumah_perubahan
Rumah Perubahan

20. Dipresentasikan pada Webinar Pembahasan Birokrasi di Era Disrupsi dan Tatanan Normal Baru
Virtual Meeting | 22 Juni 2020

21. Disrupsi di
Semua Sektor
Kehidupan
VARIABEL UTAMA MASA DEPAN PEMERINTAHAN
Menguatnya
Artificial
Intelligence
Penggunaan
Big Data
Interaksi dan
Pelayanan
Online
----- KECEPATAN PERUBAHAN HARAPAN DAN TUNTUTAN MASYARAKAT

22. CONTOH

23. TIGA KEKUATAN PERUBAHAN
GLOBALISASI YANG MASIF DAN MENYELURUH
(Global Governance)
PENCIPTAAN PENGETAHUAN
(Knowledge based Governance)
PERKEMBANGAN ICT DAN DISRUPSI
(Digital Governance)

24. Infinite increase in data
Exponential network
growth
Infinite expansion of
computing power
Prevalence of artificial
intelligence
Changing role of human
and machine
Merging real and virtual
world
Advancement in
emotional computing
technology
Fusion through smart
technology
Changes in the
value of data
Collapse of traditional
boundaries (creation of
new links)
Changes in capability/role
of machine
Demand for change in
the role of humans
Technological Advancements and Changes
of Future Society
Changes in the future societyCharacteristic of technological Advancement
Park, Hyung Jun (2018)

25. 81%
40%
52%
Of professionals ranked start
and end times as the most
desirable flexible work
arrangement
Of jobseekers would turn down
a role if it did not meet their
flexible working arrangement
needs
Of employers agree that
flexible working arrangements
increase employee
commitment to the job
28% 26%
28% 26%
SMALL (0-9 employees) MEDIUM (20-199 employees)
LARGE (200 or more employees) PUBLIC SECTOR
GLOBAL PHENOMENON

26. 46.41 46.89 46.45 45.50
47.39
53.85
45.19
52.40
54.81
59.13
21.05
24.76 25.12
31.28 32.70 33.65
39.42
41.83 48.08 46.15
47.87 48.34 48.83
52.58
50.23
51.72
53.69
51.72
50.74 52.22
114
109
91
72 73
20
40
60
80
100
120
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Government Effectiveness Control of Corruption Voice and Accountability EoDB
PERKEMBANGAN
INDIKATOR GOVERNANCE
INDONESIA

27. Source: Cannon and Elford, 2017

28. REKAP GENERASI MILENIAL MENURUT TAHUN KELAHIRAN
BERDASARKAN BERBAGAI PENELITI

29. 0
5
10
15
20
25
30
35
29.23
33.75
25.74
11.27
KOMPOSISI PENDUDUK MENURUT GENERASI 2017
(MENURUT PERSEN)
Pasca Milenial (Generasi Z) Milenial (Generasi Y) Generasi X Generasi baby boom + Veteran (tua)

31. Ruang Kerja
Masa Depan
(Digital
Governance)
Talent
Management
Co-working
Space
•Network
•Flexy Working Time
Pembelajaran
Teknologi (Super
Application)
Capacity
Building
Tata Kerja
•Rekayasa Proses Bisnis
•Simplikasi Stuktur

32. Source: European Administration Network, 2018

33. 14
Kapabilitas/Keahlian
Tidak Korup dan Berbagi Outcome
Budaya
Adaptif dan Terintegrasi antar Unit
Kebijakan
Vertikal dan Horizontal
Organisasi Berbasis Kinerja
Collaborative
Multistakeholder Partnership Joint and Integrated Budgetary System
VARIABEL PENTING BIROKRASI DINAMIS

35. Performance
Work Engagement
Job Satisfaction
Life-Domain Balance
Effects of Well Being

36. Build Innovative Office
• Changing office design to meet the needs of an increasingly flexible workforce.
Understand Unit-Specific Approached
• No two units are alike. Think about whether and what approach might for each unit in
organization
Manage to Goals and Results
• All employees should have clear goals, deliverables, and deadlines
Make Expectations Clear
• All arrangements should address whether and how communications among team member

37. Indikator Kinerja
Perencanaan Penganggaran
Penyusunan
Organisasi
Sasaran Kinerja
Pegawai (SKP)
REFORMASI BIROKRASI BERBASIS KINERJA (IMPACT)

38. MODEL SQUAD TEAM
SEKJEN DIRJEN DIRJEN DIRJEN
DIREKTUR DIREKTUR DIREKTUR
sekre sekre sekre
JABATAN FUNGSIONAL
(SQUAD TEAM)
TIM 1 TIM 2 TIM 3 TIM 4
Flexible
Changeable
Moveable

39. Paradigm
• Dynamic
• Network
• Collaborative
Institution and
Process
• Digital
Organization
• Flexible
Arrangement
Personnel
• Millennials
• Baby
Boomers

40. “When the wind of change blows,
some builds walls, while others build windmills”
Prof. Dr. Eko Prasojo, Mag.rer.publ
e_prasojo@yahoo.com
M Building, 2nd Floor
Faculty of Administrative Science, Universitas Indonesia

42. • 2019 - … : HR Director Blue Bird Group, Indonesia
Chairman, ASEAN Human Development Organization
▪ 2016-now: HR Director, Danone Aqua, Indonesia
▪ 2013-2016: HR Director, Citibank Indonesia, Jakarta
▪ 2011-2013: Senior Consultant, MAZARS Asia Pacific, Singapore
▪ 2010-2011: Head of Competence Development, Nokia Siemens Networks, Munich
▪ 2008-2010: Executive Vice President, Human Resources, Telkomsel, Indonesia
▪ 2007-2009: Head of HR Development, Nokia Mobile Phones, China
▪ 1999-2007: Head of Training & Development, Nokia Asia Pacific, Singapore
▪ 1997-1999: Competence Development Consultant, 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
Pambudi Sunarsihanto, MSc, MBA

43. Blue Bird legacy

45. What Our Customers will see …
Smart Taxi Artificial
Intelligence

46. The world we live today

47. 7

49. Digital Transformation

50. Process & Tools People
- Intelligent Automation
- Application Transformation
- Artificial Intelligence
- Infrastructure Modernization
- Digital Fluency
- Digital Ideation
- Digital Implementation
- Digital Improvement
Digital Transformation

52. • Public Perception
• Employer Branding
• Mindset
• Service Culture
• Bureaucracy
• Integrity
• Get the best talents
• Learn from millennials
• Talent Management
• Improving Employer Brand
• Digital way of working
• Process simplification and
automatisation

54. The “Transformation”
- Digital Strategy &
Culture
- Employees &
Stakeholders
Engagement
- Business Process
Re-engineering
- Technology &
Infrastructure
- Data & Analytics
- Competence Needs
Analysis
- On-Demand Mobile
Learning
- Coaching practices
- Job rotation
- Competence based
promotion
- Culture & Mindset
- KPI setting
- Reward & Punishment
- Mentoring practices
- Lead by Example

56. Tantangan dan Strategi BUMN Mendukung
Pengembangan SDM Unggul Indonesia
Oleh
Alex Denni
Deputy SDM, Teknologi dan Informasi
Kementrian BUMN

57. BUMN untuk Indonesia 2
BELAKANG
HUMAN CAPITAL
TALENTA BUMN

58. BUMN untuk Indonesia 3
LATAR
BELAKANG
HUMAN CAPITAL
TALENTA BUMN

59. BUMN untuk Indonesia 4
1. Pengembangan SDM menuju era teknologi & informasi
2. Melanjutkan pembangunan infrastruktur
3. Menyederhanakan regulasi
4. Reformasi birokrasi
5. Transformasi ekonomi

60. BUMN untuk Indonesia 5
1. Ekonomi dan sosial untuk Indonesia
2. Inovasi model bisnis
3. Kepemimpinan teknologi
4. Peningkatan investasi
5. Pengembangan talenta

61. BUMN untuk Indonesia 6
Singapore 10 25 20 1
Malaysia 22 32 27 16
Indonesia 41 51 24 42
Thailand 43 49 30 43
Philippines 49 61 31 26
Overall Rank
Investment and
Development Rank Appeal Rank Readiness Rank
Sumber: IMD World Talent Ranking 2019

62. BUMN untuk Indonesia 7
#27#1 #40
#50 #64 #67
Score: 84.8 Score : 74.6 Score : 68.1
Score : 64.5 Score : 61.9 Score : 61.5
Sumber: WEF The Global Competitivenes Report 2019

63. BUMN untuk Indonesia 8

64. BUMN untuk Indonesia 9
5,7%
2014 2016 2018 2019
5,5%
Source: Trading Economics
5,13%
5,28%

65. BUMN untuk Indonesia 10
Sumber: Bappenas & BPS, diolah

66. BUMN untuk Indonesia 11
(usia 15 – 64th) akan mencapai
70%
dari total populasi
Sumber: Badan Pusat Statistik
2030

67. BUMN untuk Indonesia 12
#7 Indonesia
#4 Indonesia
Sumber: CNBC Indonesia Sumber: PWC The World in 2050

68. BUMN untuk Indonesia 13
Indonesia
US$ 40 Miliar
Singapura
US$ 12 Miliar
Malaysia
US$ 11 Miliar
Filipina
US$ 7 Miliar
Thailand
US$ 16 Miliar
Vietnam
US$ 12 Miliar
Sumber: Transaksi ekonomi digital Tahun 2019 (katadata.co.id)

70. BUMN untuk Indonesia 15
this world is going
VUCA

71. BUMN untuk Indonesia 17
Perusahaan media paling
popular di dunia tidak punya
konten
Salah satu retailer terbesar di
dunia tidak punya inventory
Salah satu perusahaan
transportasi terbesar tidak
punya kendaraan
Penyedia akomodasi
terbesar di dunia tidak
punya property

72. BUMN untuk Indonesia 18
*Tech Company
Source : Financial Times

73. BUMN untuk Indonesia 19
Traditional Industry Industry 4.0
Rigid and Manual Agile and Automated
Standardized Personalized and Customized
Large Company Structure at
Centralized Location
Small Company Structure at
Decentralized Location
Low Cost, High Efficiency
High Return on Capital Employed
(ROCE)
Low and Indirect High and Direct
Process
Scale of Company
Structure
Product
Success Metric
Client Relationship

74. BUMN untuk Indonesia 20
“Global Chief Transformation Officer”
COVID - 19
Percepatan Transformasi Budaya Kerja

75. BUMN untuk Indonesia 21
Mesin Pertumbuhan Ekonomi
Perlu transformasi
yang dipercepat!
Akselerator Social Welfare
Penyedia Lapangan Kerja
Penyedia Talenta

76. Transformasi Human Capital di BUMN bertujuan untuk
meningkatkan daya saing BUMN menjadi
pemain global dan menjadikan BUMN sebagai
pabrik talenta

77. BUMN untuk Indonesia 23
TRANSFORMASI
HUMAN CAPITAL
TALENTA BUMN

78. BUMN untuk Indonesia 24
Strong Central
Control
Fully autonomous
business units
Single Operator Strategic
Controller
Strategic
Architect
Active
Shareholder
Single unit of operation /
country
Very closely linked
units of operation /
countries
Related unit of
operations /
countries
Unrelated units of
operation /
countries
BUMN Stand Alone KBUMN
Sebelumnya

79. BUMN untuk Indonesia 25
Strong Central
Control
Fully autonomous
business units
Single Operator Strategic
Controller
Strategic
Architect
Active
Shareholder
Single unit of operation /
country
Very closely linked
units of operation /
countries
Related unit of
operations /
countries
Unrelated units of
operation /
countries
Sub Holding/Cluster KBUMN
Kedepannya

80. BUMN untuk Indonesia 26
Reward & Performance
Management System
EVP & Employer Branding
Talent & Succession
Management System
Learning & Development
Management System
Human Capital
Technology
Human Capital
Data & Analytics
Shared
Values
1
2
7
6
5
4
3

81. BUMN untuk Indonesia 27
Reward & Performance
Management System
EVP & Employer Branding
Talent & Succession
Management System
Learning & Development
Management System
Human Capital
Technology
Human Capital
Data & Analytics
Shared
Values
1
2
7
6
5
4
3

82. BUMN untuk Indonesia
PENGEMBANGAN
TALENTA BUMN
28
BELAKANG
HUMAN CAPITAL

83. BUMN untuk Indonesia 29
Talent Source
BOD & BOD-1
BUMN
Eselon 1-3
KBUMN
Profesional/
EksternalTalent Committee
dipimpin oleh Sesmen
KBUMN
Talent Committee :
Komite Nominasi &
Remunerasi BUMN
Portal
Head Hunter +
High Level Referral
Dilakukan oleh
Assessment Center
terpilih
Personalized
Development Plan
Fokus pada Track Record :
Kinerja dan Perilaku
Talent Pool sesuai
kapasitas
Not Ready
Background Check!
Not Eligible

84. BUMN untuk Indonesia 30
Organisasi
Teknologi
Aspek Legal

85. BUMN untuk Indonesia 31
Human Capital adalah The CEO Games, bukan sekedar
CHCO atau Direktur yang membidangi SDM. Dalam hal ini
di KBUMN adalah agenda Menteri dan Wamen BUMN,
bukan sekedar agenda Kedeputian SDM, Teknologi &
Informasi. Karena itu pesan dan tone from the top perlu
disampaikan secara konsisten.
Diberikan Sufficient Trust & Support untuk melakukan
terobosan, eksperimen, kreativitas dan inovasi,
tentunya dengan mitigasi dan pengendalian resiko
yang baik.
1 2

86. Terima
Kasih