Final Exam

Organizational Behaviour & Managing People

Anisa Fitri Safarini / 29122430

 COMPANY BACKGROUND

PT Telekomunikasi Indonesia Tbk (Telkom) is Indonesia's

largest telecommunication and network provider. The
company, which is majority owned by the Indonesian
government, has a dominating market share of between 45
and 50 percent in terms of mobile phone subscribers in
Indonesia.

Telkom is one of the largest Indonesian companies in terms of market capitalization. It is the
parent company of the Telkom Group, which is engaged in a wide range of businesses including
telecommunication, multimedia, property and financial services. The number of Telkom
employees are 24.272 who scattered around the country.

Source:
https://www.indonesia-investments.com/business/indonesian-companies/telekomunikasi-indonesia/item201
HUMAN CAPITAL MANAGEMENT IN COMPANY (1/3)
Telkom has a human capital management concept that includes aspects of people, culture, organization and the
digitizing process. With the philosophy of Great People in building talent and leaders, starting from Recruitment &
Selection, Telkom is committed to find the best talent by considering 5 main aspects, that are : having a strong
character, best competence, having digital competence with a disruptive mindset, being collaborative, and having
social awareness.

Since 2017 Telkom has been looking for the best graduates from all universities in Indonesia through online and
offline channels, this is an innovation process carried out by Telkom, where before 2017, the Recruitment &
Selection process was still only through offline channels. The selection of online and offline recruitment processes
is aimed at efficiency (attracting as many participants as possible, selecting participants at the lowest possible cost).
The online method can use the website channel, while offline is done with the Telkom Goes to Campus Program.
Even though using online and offline methods, Telkom is still committed to continuing to provide equal
opportunities to the nation's generations so they can develop and make the best contribution to the nation. One
proof of this commitment is that Telkom does not only employ fresh graduates from the best universities in
Indonesia, but also workers with disabilities up to 2% of the total number of employees.

In order to assess Performance Management, Telkom applies a Competency Based Human Resources
Management approach, or what is known as CBHRM. There are three models developed based on this approach,
namely Specific Competency (Skills & Knowledge), Generic Competency (Personal Quality), and Core Competency
(values). All three are basically developed to support the employee quality assessment process in a transparent and
fair way.
 HUMAN CAPITAL MANAGEMENT IN COMPANY (2/3)
Performance Management is closely related to Career Management. Telkom has
established promotion regulations based on the performance value and capacity
of each employee. For example: employees with a high potential score are
given the opportunity for promotion after 2 years of work (of course with the
addition of other assessments), while those with lower performance
values (promotable, sleeping tiger, etc.) will be given the opportunity for
promotion for 2.5 years or even 3 years more.

For the position of Manager and above, Telkom requires that employees who will
be promoted not only get good grades in performance value and capacity, but
also that employees must pass competence assessment.

The Training and Development strategy carried out by Telkom, namely:

1. DNA Strategy: training conducted to explore more information related to the various types of products offered by the
Telkom Group, which include content, applications, networks, and devices.
2. Accelerate Strategy : training that focuses on acquisition and penetration, and in many ways related to improving business
processes.
3. Empower Strategy: training related to increasing sales, human empowerment, and distribution channels
4. Lateral strategy: training that leads to community marketing and many to many marketing. In addition to the four things
above,
 HUMAN CAPITAL MANAGEMENT IN COMPANY (3/3)
Telkom also provides programs to develop leadership in the future. These programs are tailored
to the employee's level of position, and include Senior Level Leadership, Middle Level
Leadership, and Basic Level Leadership.

Reward Management at Telkom is divided into 2 parts (Financial and Non-Financial). For financial,
it consists of base pay, incentive pay, insurance, medical and health, holidays. Meanwhile, for
non-financial, it consists of interesting work (in accordance with the tagline of Telkom culture,
namely “working at Telkom has to be fun”), performance feedback, opportunities for learning and
development, scholarship, open and frequent communication, etc.
RESEARCH METHODS
Start Finish

SYMPTOMS AND EXECUTION

PROBLEMS IDENTIFICATION
IDENTIFICATION (People, Process,
Technology)

DATA COLLECTION
(INTERVIEW WITH 5 DATA ANALYTIC
MILLENIALS)

MAIN PROBLEM
IDENTIFICATION RESOURCE
(AFTER INTERVIEW) IDENTIFICATION

CAUSES OBJECTIVE
IDENTIFICATION IDENTIFICATION
SYMPTOMS AND PROBLEMS (1/2)
Telkom views its employees as Human Capital. This can be seen from how Telkom treats its employees, where
Telkom continues to add employee value from time to time because Telkom considers that employees who have
high value will provide returns for the company. However, based on observations, there are problems related to the
Human Capital Function, especially in Training & People Development, in almost every work unit :

Expectation, employees want to… :

1. Potential and roles of Millenials are optimized in strategic
positions
2. The senior leader acts as a coach in leading the team

But, realities are… :

1. Millennials are hired for clerical matters
2. Senior leaders are unable to become coaches for the
team members they lead

Gap = Problem :
1. Lack of millennial roles and potential in strategic positions
2. Lack of a senior leader's role as a coach in leading the team
 SYMPTOMS AND PROBLEMS (2/2)
Based on these problems, several symptoms appear to the surface.

Problem 1
Lack of millennial
roles and potential in
strategic positions
Symptoms Symptoms
Millennial potential Learning needs (training
has not been and development) that
optimized Problem 2 have not been by
Lack of a senior design
Restrictions on HR
development by leader's role as a
HCBP* coach in leading the
team Seniority dimension
Millennial staffing is becomes an element in
not yet in a key career development
position

*HCBP : Human Capital Business Partner

 DATA COLLECTION (INTERVIEW AT LEAST 5 MILLENIALS)
To get additional insight regarding these problems, 5 millennials were chosen to be invited to brainstorm and interview.
5 selected millennials, all agreed that their role and potential had not been optimized, even 5 millennials felt that their
role had so far been spent on clerical matters, not key positions. Besides that, line senior leaders (managers) can not
become coaches who can help millennials develop their potential optimally. The following are the opinions of 5
millennials which are summarized in the Pros and Cons table

Cons :
Pros :
1. Millennials agree that they still lack work
experience and the competencies they
have are still generic
2. Millennials agree that not all training
provided by companies provides insight
to explore their potential
1. Millennials disagree with senior employees who
think that millennials are still juniors, so they are
not yet worthy of making decisions
2. Millennials disagree with the concept of centralized
training in Corpu because the training content is
not representative of operational problems
3. Millennials crave open discussion
4. Millennials disagree with a bossy leadership style,
they need leader as coach
DATA COLLECTION (INTERVIEW AT LEAST 5 MILLENIALS)
SCORE
“Linking objective to execution”
After interviewing and brainstorming with
millennials, the next step is to explore the
Symptoms
Identification of problem phenomena
causes of the problem by using the
(symptoms that appear) SCORE framework (a framework that is
popularly used in making decision
making when problems occur at Telkom).
Execution Causes
Propose the Identify the root This framework score is filled with
execution plan ENACTING cause of the
problem
interview and brainstorming methods
OBJECTIVE
with 5 selected millennials, both
millennials who work in operational units
Resource Objective and support units.
Make sure the company have Make sure the objective
resources to achieve the connects with practice
objective
 Causes

CAUSES IDENTIFICATION Symptoms Millennials have no work

experience
Millennial potential has not been
optimized Do not have the authority and
direct role in decision making

Requires high costs

Problem 1

Lack of millennial roles and Restrictions on HR development by Integrated by system

potential in strategic positions HCBP

Development is given to functional

Decision-making practices are

poorly trained

The target position when recruiting

into the operational realm
Millennial staffing is not yet in a key
position
Competence is still generic
CAUSES IDENTIFICATION
Causes

Symptoms Learning policies are centralized in

corpu
Learning needs (training and
development) that have not been
by design Inability to identify operational
problems

Problem 2

Lack of a senior leader's role as a

coach in leading the team

Potential employees do not

necessarily have the same
opportunities
Seniority dimension becomes an
element in career development
Talent reviews are inconsistent
OBJECTIVE IDENTIFICATION
Objective :
1. Potential and roles of Millenials are
optimized in strategic positions
2. The senior leader acts as a coach in
leading the team

All potential resources can be

RESOURCE IDENTIFICATION utilized to achieve
organizational objective.

Organizations: Policy :
The number of All employees
People : Mentors:
strategic who can be
Millennials who People who can
positions that included in the
want to explore provide learning
can be used as learning &
their potential and mentors
a venue for development
learning program
DATA ANALYTICS
1. According to the theory, (55% Millennials NOT ENGAGED): “Millennials no
longer work for you; they work with you”. They need a "coach", not a "boss".
This is in accordance with the results of interviews with millennials that
Millennials disgree with a bossy leadership style, they need leaders as well as
mentors. For this reason, it is necessary to have a mentor and mentee program
where the leader acts as a mentor/coach and the staff acts as the mentee.

2. Change the way to teach. Training materials that have been centralized in Theory for no. 3
Corpu so far have turned out to be training contents that are not representative
of operational problems, so by using easily accessible technology, training
materials are designed to depart from problems that occur in operations.

3. Application of experiential learning: real time exposure, on job learning.

4. The use of smart technology (SMART CAMPUS) to facilitate the provision of

operational insights to the Corpu team. This is useful for Corpu in designing
training materials that suit the needs of employees working in operational
units

Theory for no. 4

 EXECUTION IDENTIFICATION (1/2)

Based on company resources by the company, priority solutions related to Training &
Development are selected. Solutions will focus on learning by design practices that
can be applied by companies, so Millennials can hone their skills through a real
learning process. The concept of learning and development, which has so far been
centralized by Corpu, is hoped to be transformed into learning by doing in their
respective work units (experiential learning) , especially for millennials who are placed
in operational units.

Millennials need more practical problem solving that actually occurs in the field rather
than learning based on theory which is not necessarily related to operational cases.
The practice of job rotation which has been part of career management, will instead be
used as an arena for learning (training and development) so that it is hoped that
millennials can enhance in knowledge and can provide added value to the company.
EXECUTION IDENTIFICATION (2/2)
PEOPLE PROCESS/SYSTEM TECHNOLOGY
PROBLEM IMPROVEMENT IMPROVEMENT IMPROVEMENT
1. Learning by Design: CORPU
vulnerability to millennial training
needs based on operational problem Utilization of digital learning
Lack of maps (STO/Sentral Telepon Otomat) technology, where each
millennial roles 2. Performance appraisal (performance employee can submit
and potential in
strategic
- 3.
management) can be used as a basis
for job rotation policies
Millennial Induction (during On Job
operational constraints in
the application, then these
constraints are captured by
positions Training) has more leadership aspects Corpu to be used as
4. Staffing job rotation is not a function training material
performed for career management,
but for learning needs

Create mentor/mentee
Lack of a relationship is to achieve
personal and professional
senior leader's objectives. It is important
role as a coach
in leading the
that the mentor delivers
constructive feedback and
- -
that the mentee actively
team listens so they can learn at
the highest capacity