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HR Outlook 2015
Discussion with One HR Indonesia
10 December 2014
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The Need to Build a Superior Employment Deal
While employee views captured via our GWS, Global Talent
Management and Rewards Study (TMR 2014) focuses on
employers view…
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2
Employee views:
Global Workforce Study
(Fielded April – May, 2014)
Employer views: TMR Study
Business Outlook 2015 | Indonesia is the favourite of
business expansion location in ASEAN-6 Region…
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3 Source: ASEAN Business Outlook Survey 2015, AMCHAM
The 4th largest
population in the world
Accountable of more
than 75% of ASEAN
population
40% of ASEAN’s
economy
3 time middle
class growth in the
next 10-15 years
3rd fastest growing
country in social media
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Business Outlook 2015 | Business focus are growth and product expansion, while manage expense due to slowing of economic growth…
Sources: Towers Watson 2014 Global Talent Management and Rewards Study, Indonesia
Global Indonesia
Increasing 48% 68%
Remain the same 37% 21%
Decrease 15% 12%
68% Indonesian employer
reported increasing their hiring
activity compare to last year
Product expansion Revenue growth
Expense reduction
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Attract Find the right employees
Retain
Engage
+
+ Keep the right employees
Drive incremental employee performance
Indonesia companies lack the ability to:
With cost effective, and align to business strategy
HR Outlook 2015 | Indonesia HR Management is not an effective profile!*)
*) Based on Towers Watson latest 2014’s
research; GWS, TMR and HRSD
Attraction and retention problem | Indonesia continue to face
challenges in attracting and retaining talent in key employee
segments
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6
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Attraction Retention
All employees 29% 34%
Critical-skill
employees 78% 75%
High-potential
employees 86% 75%
Top-
performing
employees
89% 79%
8-9 out of 10 Indonesian companies have
problems in attracting and
retaining, compare to global 5-6,
and not improved compare to last
year
42%- 46% Fewer than half of employees think their organization
does a good job of hiring and retaining highly qualified employees
Sources: Towers Watson 2014 Global Talent Management and Rewards Study, Global and Indonesia
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Agree
Mixed
Disagree
34%
32%
34%
66% Indonesian employee likely to
leave organization within two years
Source: Towers Watson 2014 Global Workforce Study — Indonesia
and 2014 Total Rewards Survey
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7
Retention risk is high | Indicated by both increasing
attrition/turnover and high levels of employees who intend to
leave their organization over the next two years
12-13% average turn over,
Higher (around 18-20%) for certain
industries and certain functions
Unfortunately employer does not know how to retain their
employee
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© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Employee view – Global
Workforce Study
Employer view – Talent
Management and Rewards Study
1 Base pay/salary Base pay/salary
2 Career advancement Relationship with supervisor
3 Physical work environment Career advancement
4 Length of commute Short term incentives
5 Retirement benefits L&D Opportunities
Sources: Towers Watson 2014 Global Talent Management and Rewards Study, Global and Indonesia
There is a disconnect between what employees indicate are the most
likely reasons they would join or leave an organization and what
employers think employees want
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Source: 2014 Towers Watson Total Rewards Surveys – Indonesia * Total Guaranteed Compensation : Base Salary 12 months + Guaranteed Bonus + Fixed Cash Allowance
Base Pay | Some industry pay premium their executive | Insurance now invest higher thank banking!
© 2014 Towers Watson. All rights reserved.
However, Indonesian fail in explaining pay programs…
Communication plays a key role in helping employees understand the competitive positioning of their base pay.
of the employees say they are aid fairly compared with
people in other organizations with similar positions
48%
of the employees say they are paid fairly compared with
people in my organization with similar positions
51%
of the employees say their company does a good job of
explaining their pay programs.
52%
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Career | Only half of employees believe their employers
provide useful career planning tools or opportunities to
advance
of employees
say their
organization
provides useful
career planning
tools.
56%
report that
their organization provides
opportunities to advance
career (promotion)
58%
Source: 2014 Towers Watson Global Workforce Study – Indonesia
11
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Four in ten employees believe they need to actually leave their
current employer in order to advance
of employees say they must join another firm in order to advance. 40%
Source: 2014 Towers Watson Global Workforce Study – Indonesia
12
They are employee with
good performance,
younger, and aspiration
for talent mobility
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For business to grow | Key HR issues and themes 2015 and beyond
need to be addressed
Shift in company and employee relationship
–
employees become consumers
The war for top talent –
retaining and rewarding
Managing pay and
performance
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Culture and organization
capability
13
Revisiting Employee Value Proposition
Talent mobility across Industry
Rewards optimization and wellness
Building a superior employment deal is a
must for HR to be more effective in 2015!
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14
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A superior employment deal drives desired outcomes…
© 2014 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
15 Sources: Towers Watson 2014 Global Talent Management and Rewards Study,
© 2013 Towers Watson. All rights reserved. Proprietary and Confidential. For Towers Watson and Towers Watson client use only.
Segmentation | Where do you currently fall on the continuum?
Granularity and sophistication have greatly evolved, allowing us to address key questions such as:
What employee behaviors does the business model require, and how can we effectively elicit those behaviors from different segments?
Where does exceptional talent really make a difference versus where does good enough suffice?
What behaviors do we need to change (e.g., healthier lifestyles, increased retirement savings) to improve program effectiveness and ROI?
Organization:
Pivotal versus proficiency roles
Key drivers and performance expectations Life stages Pivotal roles
Demographics Performance Job roles
Rank and File vs. Executives
Employee:
Preferences, values, behaviors
Lifestyles and life choices
Limited Traditional Segmentation: Two perspectives Emerging
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Highly effective organizations take a science from
consumer marketing to categorize employees into
meaningful groups.
Prospective employees
New employees
Employees with long tenure
Employees with critical skills
High performing employees at our organization
My organization understands what messages resonate with:
High effectiveness Low effectiveness
83
93
85
96
98
26
48
40
48
42
17
Source: Towers Watson 2013-2014 Change and Communication ROI Study.
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Others are asset, people is not!
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Immediate supervisor is the no 1 drivers sustainable
engagement in Indonesia
Source: Towers Watson 2014 Global Workforce Study — Indponesia
Global drivers are Leadership, Goals and objective,
Workload and work life, Image, Empowerment
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THANK YOU
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