Pambudi Sunarsihanto HR Director, Citibank Indonesia

Pambudi Sunarsihanto

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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

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

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Rini Soemarno

6 Are we ready?

Masyarakat Ekonomi ASEAN 2015

Are we ready?

VUCA world

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Volatility

Uncertainty

Complexity

Ambiguity

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

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

The world will continue to change …

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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

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

Key leadership attributes

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Explorer Take-Risks Supporting Allow Mistakes

Key leadership factors

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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 managerial problems. The leadership style is participative yet autocratic for key business decisions. Roles and responsibilities need to be defined. Strategy must be discussed and implemented in terms of goals and objectives, and accountability needs to be shared.

Maturity (The Controller)

A shift from the entrepreneurial managing 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 significant amount of time on growth strategy and an adherence to more formal administration and controls. The leadership style is supportive by consensus, with the organization coping with lots of change.

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Business Lifecycle Key Leadership Factors

Decline (The Energizer)

Leaders must face reality. Then they should gather their teams together and gain agreement about the root causes. Widespread recognition of reality is the crucial step before problems can be solved. Attempting to 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 continuously look for other opportunities. Identify the trend, understand customer pain points, live and breath with customers, and find any potential areas 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

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Differentiate your method in developing talents

18 LOW MEDIUM HIGH

HIGH MEDIUM LOW

Performance

Potential

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Strengthen your Employee Value Proposition Hire the right talents => Make your retention easier

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. ...

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Define Communicate Implement

The One Number that you must focus

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Employee Promoter Score to work here

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Pambudi Sunarsihanto Human Resources Director

Citibank Indonesia