1

Designing Effective
Organization
A Roadmap to design organization in 21st century

By Pungki Purnadi
[Link]
Yogyakarta, 21st March & 15th November 2015

Universitas Kristen Duta Wacana (UKDW) Yogyakarta

as part of Certified Organizational Development Program
Certified Professional Human Capital Management (CPHCM) - Indonesia
MODULE OBJECTIVES
This module will help the participants in

• Understand the theories and their

application
• Know best practices
• Develop the suitable 21st century
organization to create value

Certified Professional Human Capital Management (CPHCM) - Indonesia

 3

IF YOU FOCUS ON RESULT THEN YOU WILL NEVER

CHANGE……
IF YOU FOCUS ON CHANGE THEN YOU WILL GET
BETTER RESULT …….
Certified Professional Human Capital Management (CPHCM) - Indonesia
WHICH GENERATION ARE YOU COMING FROM ?
Certified Professional Human Capital Management (CPHCM) - Indonesia
 5

Level
L L
• In this model, ranking
L1 L1 L1 L1 L1 between positions
L2 L2 L2 L2 L2 L2 L2 L2 L2 represents functional
L3 L3 L3 level, which can be
misleading

Position Class – Job Grade

58 L
57 L1
• Position/Job Evaluation
56 L1
clarifies each positions’
55 L1 L2
relative ranking
54 l2
between one another,
53 L2 L3 L1
represented in
52 L2 L2 L3 L2 “Position Class” or
51 L2 L2 “Job Grading”

Certified Professional Human Capital Management (CPHCM) - Indonesia

 VISION – MISSION - VALUES

BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY

Balanced Organization Career &

Scorecard Salary Knowledge
Structure Succession
Structure Management
Strategy
Job Talent   Staffing
KRA
Design
Critical
Moment of KPI
Job C&B CB HRM  Recruitment
Truth Description
(Biz Process) People
Job 
Evaluation Develop  Performance
SOP & Work -ment Appraisal
Instruction
Job Grade

Corporate Performance
Management
Workforce Organization Career & Employee Recruitment Competency
One Year Planning Management Succession Master File & Selection Library
Action Plan

Personnel Rewarding C&B Performance Talent Learning &

P-D-C-A Administration System Management Management Management Development

6
Business Model Organization
Certified Professional Model Management (CPHCM) - Indonesia
Human Capital People Model
 Organizational Development & HC
Management Model Staffing
Learning
Development

Corporate Competency CBHRM

Employee Performance
value Model
relation Mgmt

C&B
SWOT
Vision Org. Job Job Job Job Salary
Mission Model & Design Description Evaluation Grading Structure
Structure
Workforce Planning Salary
Survey Talent
KRA - KPI
Mgmt
Strategy
HC budget Salary
Initiatives
Strategy Company Increment
Business Score & Bonus
Map Card Compensation
& Benefit

Performance Learning &

Appraisal Development

Career
Development
7 (CPHCM) - Indonesia
Certified Professional Human Capital Management
PILLARS of ORGANIZATION & PEOPLE house

OD Attract Develop Motivate Retain

VMV
BSC
Recruitment Learning & PMS Talent
KRA
KPI
Selection Development Rewarding (Hi-Po)
Organization Placement Scholarship Leadership C&B
Structure Integration Career (Coaching & (Salary
Job Desc (Induction) CBHRM Counseling) Structure)
Job Eva KM Promotion Industrial
Job Grade Job Rotation Conducive Relations
Manpower Assignment Working Succession
Planning Environment Retirement
Change Mgt

Certified Professional Human Capital Management (CPHCM) - Indonesia

 HUMAN CAPITAL FRAMEWORK
Analyze, set direction & control organization
congruency with the demand of
Maintain Corporate the strategic business
Expansive Strategic Business Plan objectives & plan
Retrench
As response to environmental
Corp HC
opportunities & challenges
Organization Strategy,
Organization Development, Job
Management,
HC budget, HCIS,

Integration of maintaining & retrenchment

Planning Manpower Planning strategy,
Succession & Replacement Planning
Retirement Analysis
Bench strength strategy
Recruitment & Selection,
Talent Management Strategy
Placement Strategy

Retaining Dynamic HC Cycles

Which is led by Corporate
Acquiring
Business Plan

Compensation & Benefits Strategy

Industrial Relation Strategy
Maintaining Developing
Corporate family Learning &Dev Strategy
Work-family life balance program Performance Mgt Strategy
Career Dev. Strategy
Competency Dev. Strategy
Certified Professional Human Capital Management (CPHCM) - Indonesia
CONTEXT OF MODERN ORGANIZATION

• Modern organizations are operating in a

rapidly changing environment
• “The way they do business” had to change
in order to survive and grow
• “Downsizing” and “mergers” are common
• Change has exacted tremendous toll on the
human & financial resources or
organizations

Certified Professional Human Capital Management (CPHCM) - Indonesia

WHY ORGANIZATION DEVELOPMENT ?

• OD is planned change applied to

organizations
• It enables an organization to
systematically reshape its processes
in order to become more competitive
• It is a means for reducing the human
& financial cost of organization
change

Certified Professional Human Capital Management (CPHCM) - Indonesia

WHAT CAN BE LEARNED FROM
ORGANIZATION DEVELOPMENT ?
• The nature of organizations as open systems
• Principles for managing organization change
• Identifying organization strength, weakness,
opportunities & threats (SWOT)
• Using appropriate OD tools, such as
Accountability, Responsibility, Consult,
Inform (ARCI) matrix; BSC to establish Key
Result Area (KRA) – Key Performance
Indicator (KPI), etc.
• Recognizing organizational readiness for
change (eg : survey change management)
Certified Professional Human Capital Management (CPHCM) - Indonesia
The Influencing Factors – Internal
• Vision, Mission, Value, Philosophy
• Organization Culture (may overlap with the above)
• Transparency & Clarity
• Office Politics
• Organization Size (small, medium, big)
• Organization Geographic Size (local vs regional vs world wide)
• Organization Hierarchy (subsidiary vs corporate / holding)
• Profit Centers vs Cost Centers
• Organization Life Cycle Stage (Starting-Up, Growing,
Maturing, Declining)

PEOPLE – PROCESS - TECHNOLOGY

Certified Professional Human Capital Management (CPHCM) - Indonesia

The Influencing Factors – External
• Rivalry among similar industry
• Entry of new comers
• New initiative / blue ocean strategy of competitors
• Change of market demand
• Change in technology
• Government (Regulation, Change, Condition)
• Disaster / Force Majeur / War
• Economic situation (macro economic, oil price, foreign
exchange, GDP, etc)
COMPETITORS - POLEKSOSBUDKAM

Certified Professional Human Capital Management (CPHCM) - Indonesia

Internal and External Environment Analysis are the key input in
developing strategies and initiatives to be organization model.
1
4
Internal Analysis 3 SWOT Strength Weaknesses

Opportunities S-O Initiatives W-O Initiatives

How will Organization's past performance
affect future actions? Strengths Weaknesses

Threat S-T Initiatives W-T Initiatives

Opportunities Threats S-O: How to leverage on the internal strength to take

2 advantage of external opportunities. (GROWTH)
External
Environment W-O: How to improve internal weaknesses by taking
advantage of external opportunities. (SUSTAIN)
Analysis
S-T: How to use the internal strength to reduce its
How are key environmental drivers
vulnerability to external threats (SUSTAIN)
going to affect business?
Divisional’s S&I must also in line with PTP’s Strategic Directions and W-T: How to prevent company's weaknesses from
Key Initiatives.

PTP Strategic Directions PTP Key Initiatives

making it susceptible to external threats (SURVIVE)
§
§
§
Deliver a robust business through §
enhanced portfolio management to
contribute
a total value of USD ??? Billion
§
§
§ Undertake regular performance benchmarki ng to enhance competitiveness
level.
5
§ Strengthen Long Term Manpower Planning to support business objectives

§
§ Develop in-house capabilities in business building, field rejuvenation, sma ll field
PTP’s development and abandonment.
Strategic Build competitive advantage through§ Expand and enhance local basin knowledge.
Directions capability development in PTP’s § Enhanced business building relationship in focus countries.
§ Participate in partnerships which create advantage beyond that of an individual

Organization
identified Institutional Capabilities player.
§ Expand around core producing areas to provide leverage for future advantages
§ Develop and implement the identified niche technology areas.

§ Strengthen staff development efforts.

Close leadership gap and inculcate

Global Champion’s mindset in PTP
§ Implement structured succession planning.
§ Enhance leadership development program.
§ Implement intervention plans to uplift mindset change in courage , meaning,
ownership and value. Model & BSC
8

Structure
Initiatives

Certified Professional Human Capital Management (CPHCM) - Indonesia

 Input

Details of
Output
Open System

External
Factors Organization
Vision – Mission – Values – Strategy Objectives/Target
Job
Initiative
BSC KRA - KPI Description
SWOT Strategies

Business Business Organization

Strategy Process Structure and People
SWOT

ZZZz...

KRA - KPI

SLA Target
PMS
16 Certified Professional Human Capital Management (CPHCM) - Indonesia
 ORGANIZATION CONCEPT
Traditional Concept New Concept

A state of people &

A set of actions to ensure Organization which
Strategy Competitive/sustainable Continuously generates
Definition advantage competitive
advantage

Relationship
To “Organization follows Strategy” “Strategy follows People”
Jack Welch
Organization
StrategyOrganizationPeople Strategy=Organization=People
& People

Sequential Concurrent

Certified Professional Human Capital Management (CPHCM) - Indonesia

 Model Komprehensif Mendiagnosa Organisasi

Strategi
Menunjukkan bagaimana
organisasi merumuskan
strategi untuk mewujudkan
misi dan visinya

System Structure
Sistem, kebijakan dan Menunjukkan bagaimana suatu
prosedur kerja yang struktur organisasi didesain
dijalankan oleh organisasi ORGANISASI untuk mengelola relasi antar
PERUSAHAAN unit didalamnya

People Culture
Kualitas kompetensi dan Nilai, norma dan kultur yang
komposisi demografis para dianut bersama dan tercermin
anggota organisasi dalam perilaku para anggota
organisasi

Certified Professional Human Capital Management (CPHCM) - Indonesia

Ceklist Pertanyaan untuk Diagnosa Efektivitas
Organisasi dan Pengelolaan SDM
Elemen Pertanyaan untuk Diagnosa
Strategi Apakah strategi yang disusun telah mengacu pada dinamika
lingkungan pasar dan peningkatan proses bisnis kunci?
Apakah strategi yang disusun telah diterjemahkan dalam
serangkaian indikator kinerja yang terukur?
Apakah strategi ini sudah dikomunikasikan dan dipahami oleh
segenap karyawan? Apakah scorecard karyawan telah
dikaitkan dengan arah strategi perusahaan?

Sistem Apakah telah tersedia sistem yang baku serta solid dalam
beragam bidang kunci, semacam sistem manajemen mutu,
sistem pengembangan SDM, sistem informasi manajemen,
dan sistem informasi pasar & pelanggan? Apakah serangkaian
sistem ini telah diimplementasikan dengan konsisten dan
bagaimana hasilnya?
Certified Professional Human Capital Management (CPHCM) - Indonesia
Ceklist Pertanyaan untuk Diagnosa Efektivitas
Organisasi dan Pengelolaan SDM
Elemen Pertanyaan untuk Diagnosa
Struktur Apakah struktur organisasi yang ada saat ini merupakan
pilihan yang paling optimal? Apakah tidak terjadi overlapping
antar bagian? Apakah span of control telah didesain dengan
efisien?

People Berapa tingkat rata-rata kinerja dan kompetensi karyawan?

Bagaimana kinerja dan kompetensi mereka diukur? Apakah
terdapat proses pengembangan kompetensi yang sistematis
dan berkelanjutan?

Culture Apakah jenis budaya yang berlangsung di perusahaan saat ini?

Jenis nilai dan budaya perusahaan apa yang diharapkan?
Apakah nilai dan budaya yang diharapkan telah dipahami dan
diaplikasikan oleh segenap karyawan?

Certified Professional Human Capital Management (CPHCM) - Indonesia

Mc Kinsey Organization Components

7S of McKinsey Content
• STRATEGY • Select & focus/streamline the
process
• STRUCTURE • Strategic Biz Unit (SBU) /
Functional Unit - Matrix / Flexible
Teams – Authority on decision
making (resource, people, budget) –
Accountability/mission/roles
• SYSTEM • HR (HRIS) Finance…
• STAFF • People
• SKILL • Organization Skills
• STYLE • Leadership style, Communication
style, Decision making style
• SHARED VALUE • Common shared philosophy /
values

Certified Professional Human Capital Management (CPHCM) - Indonesia

Mc Kinsey – 7S

Certified Professional Human Capital Management (CPHCM) - Indonesia

MANAGING ORGANIZATION
DEVELOPMENT
ORGANIZATIONAL DESIGN

By Pungki Purnadi
[Link]

Certified Professional Human Capital Management (CPHCM) - Indonesia

ORGANIZATION DESIGN PRINCIPLE

MONEY MAKER
POLICY MAKER
(THE BACKBONE
(max 10%)
min 60%)

ORGANIZATION
SUPPORT
(ENABLER
max 30%)

24
Certified Professional Human Capital Management (CPHCM) - Indonesia
 Sample of ORGANIZATION MODEL
Strategic Management
Policy Maker &
Support - Enabling process Office of Strategic Management

Operational Management

Operations (backbone process or MONEY MAKER)

Certified Professional Human Capital Management (CPHCM) - Indonesia
 Clarify Business & Organizational
Model – CORPORATE GOVERNANCE

Corporate Government needs to be shared amongst functions

Nominating
Committee
Extend Plan Judge
Advisory Board Hypothesis Hypothesis Hypothesis Reward
Advisor CEO Board Committee

Do Check

COO CFO

Certified Professional Human Capital Management (CPHCM) - Indonesia

Clarify Business & Organizational Model –
Group Company Management
Whilst sharing common platform, different Org. & HRM are used to fit
the different market segments.

HQ ( Holding Company )

Business Business Business Group

A B C Platform

Certified Professional Human Capital Management (CPHCM) - Indonesia

 Decide Organizational
Dimensions
To design an organization structure, its dimensions should be
considered first
Dimension Examples
- Global region
Region - Inside Country

- Global function
Function - Type of production
Layer of
Responsibilities

Channel/
Customer
- Global/local account
- National / local chain

Product/Service
- Consumer / Industrial
- Labor intensive / Talent based
Certified Professional Human Capital Management (CPHCM) - Indonesia
 Develop Structure
Functional Unit Business Unit
CEO
R&D Production Sales

R&D Production Sales

CEO

+ Efficient to manage big platforms Quick response to market

Good at accumulating expertise Good at developing managers

_ Can lose customer focus Duplication of functions

Difficult to follow diversified needs Difficult to invest in cross BU filed

Eg. Pharmaceutical, Steel, Automobile Electronics, Specialty Chemical

Certified Professional Human Capital Management (CPHCM) - Indonesia

 Develop Structure
Matrix Organization

R&D Production Sales

Organization will have

CEO matrix nature as they
become global and
knowledge based

+ Can leverage merits functional, BU organization

Can meet diversity business

_ Double boss problem

Complex

Eg. Consulting firms

Certified Professional Human Capital Management (CPHCM) - Indonesia

 Develop Structure – Illustration of
How Logic Tree Works in Org. Design
Factors affecting profit can be disintegrated into two areas, sales
revenue and cost. Revenue is influenced by other factors such as
volume and sales prices, which are then affected by…….

Example How to increase

Graph A
Sales volume ?
How to increase
Sales revenue of (V)
Product A in
Existing market
Segment ?

How to increase Can sales price

The profit of be increased ?
Product A ?

(P)
Profit= (P-C) V
How to decrease
The cost of
Product A ?

(C)
Certified Professional Human Capital Management (CPHCM) - Indonesia
Develop Structure – Illustration of
How Logic Tree Works: Graph A
Important elements to be
considered.
Can Product A modify to
Better suit the market -Basic needs of customer
Sales (i.e. customer needs)?
-Value of competitor product
Section
Can sales network -Movement of sales in different
Can Product A channel or region
Current Account Increase the
be strengthened?
-Competitiveness of service
Sales Division Market share
Can product A be
and delivery
in existing
Market segment ? Promoted to more people
(e.g. through advertising -Brand awareness by customers
Can Product A -Analysis of customer decision
on sales, PR ) ?
Increase in making process
Existing market Can pricing strategy be
Sales Dept Segment ? Changed to increase
Market share ?
-Price elasticity
-Payment methods

Marketing
How to increase Section
Sales volume ? Can the size of whole -Forecast of whole market
Market be increased ? demand
Can the size of
New Account Market segment
Within the whole market
Be expanded ? -Factors affecting the size
Sales Division Can the share in the of market segment in the
Segment be increased ?
Whole market
Can Product A -Trends & movement of
-Possibility of geographical expansion factors
extend to other -Product extension to users outsides the market segment
market segment ? -Cost implication associated with expansion

Certified Professional Human Capital Management (CPHCM) - Indonesia

SUMMARY PRACTICE –
HOW TO DESIGN ?
1. Review Business Plan and its strategy
2. Conduct Company SWOT analysis and get the
initiatives (long term – mid term – short term)
3. Put all initiatives become Strategic Map of the company
and draw the Balance Score Card
4. Extract down the BSC into Key Result Area (KRA) &
Key Performance Indicators (KPI) of the organization
5. Cascade down the Organization Objective (KRA) and
KPI into each unit BSC – KRA - KPI
6. Develop the Value Chain with its KPI Tree
Certified Professional Human Capital Management (CPHCM) - Indonesia
SUMMARY PRACTICE –
HOW TO DESIGN ?
7. Develop the organization model from initiatives
8. Develop Process Flow, Policy and Procedure (based on
Business Process)
9. Design the Organization Structure
10. Do the Position Profiling
11. Develop Organization Capabilities
12. Develop right & appropriate Job/Position Description
(from BSC-KRA-KPI and combine with job analysis)
13. Conduct Job Evaluation
14. Establish Job Grading
Certified Professional Human Capital Management (CPHCM) - Indonesia
SUMMARY PRACTICE –
HOW TO DESIGN ?
15. Decide remuneration strategy from the Job Grading
and Salary structure
16. Design sitting arrangement
17. Conduct required Training
18. Communicate to the related parties
19. Plan for Transition period
20. Measure the achievement and effectiveness

* Step 15 onward, sometimes due to the Organization Development is part

of Human Resources

Certified Professional Human Capital Management (CPHCM) - Indonesia

MANAGING ORGANIZATION
DEVELOPMENT
IMPLEMENTATION OF
ORGANIZATION

By Pungki Purnadi
[Link]

Certified Professional Human Capital Management (CPHCM) - Indonesia

 Resource Planning
• Guideline for resource allocation
• Number of direct reports of various
responsibilities should be limited to a maximum
of 10
• Market mechanism should be used after
initialization
▫ Motivate people for using less resources
▫ Management accounting will help (tax on head counts)

Certified Professional Human Capital Management (CPHCM) - Indonesia

Resource Matching –
Categorizing Talent – Position Profiling
Maintain Innovate for few
current System business, solution

Generalist Entrepreneur Organizational

Leader

Problem solver
Specialist Professional

Increasingly important
in the 21st century
Certified Professional Human Capital Management (CPHCM) - Indonesia
EFFECTIVE ORGANIZATION INDICATORS
• Achieve the Goals
• Profitable, Growing, Innovative
• Vision and mission are understood and remembered by
the Employees
• Employees have high level of Engagement
▫ They will recommend the organization to others
▫ They will become the ambassador of the organization
▫ They will strive for excellence
▫ They will stay with the companies despite attractive offers
from others
• Labor Union becomes Business Partner

Certified Professional Human Capital Management (CPHCM) - Indonesia

HOW TO MEASURE EFFECTIVENESS ?
• Organization Achievement
• Profitability, Growth and Innovation Level
• Organization Climate Survey
• Number of Appeals for Job Evaluation Result
• Employee Turn Over and Exit Interview Result
• Recognition from Others
• Industrial Relation Issues

Certified Professional Human Capital Management (CPHCM) - Indonesia

 41

Case Study – Designing

Effective Organization

By Pungki Purnadi
[Link]
Yogyakarta, 21st March & 15th November 2015

Universitas Kristen Duta Wacana (UKDW) Yogyakarta

as part of Certified Organizational Development Program
Certified Professional Human Capital Management (CPHCM) - Indonesia
Case Study (sample)
• Organisasi sudah berdiri sejak 1912 di Indonesia
• Bidang industri nya adalah asuransi dengan brand yang
masih cukup dikenal
• Pernah menjadi organisasi yang ternama dan terkuat di
industri nya
• Jumlah karyawan 3218 dengan kurang lebih 5000 agen
asuransi
• Motivasi organisasi semakin turun dan sudah menjadi
“silo mentality” diantara unit kerja
• Target profit dan pendapatan organisasi selama 5 tahun
terakhir turun drastis dan terpuruk keluar dari 10 besar
di industri asuransi di Indonesia
42
Certified Professional Human Capital Management (CPHCM) - Indonesia
Case Study (sample)
• Visi Misi Values sudah ada dan terakhir dibuat di tahun
2002
• Board of Director yang baru di tahun 2014 merasa perlu
mengganti Visi Misi dan Values organisasi agar
meningkatkan kinerja organisasi
• Kondisi budaya kerja para karyawan juga sudah dirasa
perlu untuk berubah dari “comfort zoners” menjadi
lebih produktif
• Ikatan antar karyawan sangat kuat dan cenderung
menjadi sangat kekeluargaan dan tepo seliro

43
Certified Professional Human Capital Management (CPHCM) - Indonesia
Struktur Organisasi Saat Ini

Certified Professional Human Capital Management (CPHCM) - Indonesia

Kekuatan organisasi SDM saat ini

S1. SDM nya loyal

S2. Lingkungan kerja kondusif

S3. Kekeluargaan

S4. Brand masih kuat

S5. Jaringan luas

S6. Komitmen top manajemen terhadap SDM besar

45
Certified Professional Human Capital Management (CPHCM) - Indonesia
Kelemahan organisasi SDM saat ini
W1. Kompetensi masih kurang
W2. HRIS belum ada
W3. SOP sudah ada tetapi belum mengacu kepada proses bisnis yang ada
W4. Tidak ada HR Business Process
W5. Demografi gender masih belum seimbang
W6. Distribusi umur belum merata
W7. Kompetensi masih belum merata (Kesenjangan Kompetensi)
W8. Internalisasi Visi Misi Values belum ada
W9. Job Desc organisasi belum jelas
W10. KPI organisasi belum ada
W11. Man Power Planing tidak align dengan Bisnis Model
W12. Hasil rekrutmen tidak memuaskan
W13. Program pengembangan bagi karyawan baru belum ada
W14. Tidak punya kompetensi standar
W15. Tidak ada Careeer Model
W16. Implementasi penilaian karya kurang jelas
W17. pola pelatihan (training matriks) belum ada
W18. Remunerasi belum kompetitif
W19. Belum punya manajemen talenta
W20. Budget SDM terbatas
46
Certified Professional Human Capital Management (CPHCM) - Indonesia
Tugas Kelompok
• Silahkan di design organisasi yang
efektif untuk kasus tsb diatas

• Bila ada pertanyaan atau asumsi yang

dibutuhkan silahkan menghubungi fasilitator
untuk keterangan lebih lanjut.

47
Certified Professional Human Capital Management (CPHCM) - Indonesia
 good luck & success!
If you need further assistance,
please contact me at
08121055000
Or visit
[Link]
Or sending e-mail to :
[Link]@[Link]
pungki@[Link]

Certified Professional Human Capital Management (CPHCM) - Indonesia

Reference Books Organization
Development
• James A Brickley, Cliffors W Smith and Jerold L
Zimmerman, Designing Organization to create
Value, from strategy to structure, Published from
Mc Graw Hill
• Lee G Bolman & Terrence E Deal, Reframing
Organizations, Published from Jossey-Bass
• John P Kotter, The Heart of Change, published by
HBS Press
• Mintzberg, H. (1980). Structure in 5's: A Synthesis
of the Research on Organization Design.
Management Science, Vol. 26, No. 3 (Mar., 1980), pp.
322-341.
Certified Professional Human Capital Management (CPHCM) - Indonesia
 Pungki Purnadi, ST. [Link].
Pungki Purnadi is certified HR practitioner, having more than 25 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position such as Training & Development Manager, HRD Manager, Country HR
Manager, South East Asia Regional HR Manager and Human Capital Director
at various countries such as France, England, Scotland, Norway, Nigeria, Arab
Emirates, Libya, Iran, Australia, Argentine, Thailand, Myanmar and Malaysia.
He is also one of the founders who have an initiative to conduct HR
certification in Indonesia such as Certified Human Resources Professional
(CHRP); Certified Human Resource Management (CHRM) and Certified Human
Capital Management (CPHCM). As HR practitioners, he is very active to run
and facilitating several HR program.
Certified Professional Human Capital Management (CPHCM) - Indonesia