Mulia Industry Group won the silver award for “Excellence in Digital Transformation” as well as the prestigious bronze for hard work from Kus Niarti Jati Handayani, recognized among the winners of “HR Manager of the Year” at the HR Excellence Awards 2021, Indonesia.
In this interview we talk about Yussy Santoso, Director of Human Resources, Mulia Industry Group (pictured above, standing, center)on how the company has used technology to support the execution of strategic HR initiatives such as talent development, reskilling and development.
Q Tell us a bit about your journey to get here – how did you get here and what was most important to you during this process?
To achieve long-term sustainable business goals, human resources are one of the most critical success factors. Along this journey, we have developed and delivered many strategic initiatives in the area of people development, for example, upskilling, re-profiling and talent development.
We used technology to support execution, to become more agile, faster and more efficient.
We built a digital platform using cross-functional project teams that then succeeded with greater accomplishments.
Q What do you consider to be your company’s most significant contribution to employees over the past 12-18 months?
Digital HR transformation is necessary to harmonize employee data in a single source and allow managers to manage their HR-related topics, such as faster approval. Our goal is to improve the employee experience, ensure efficiency and equip our managers and HR team to have reliable data and an engaging analytics platform to support the decision making. Although we have had to adapt to new ways of working during a pandemic, we have embraced technology to ensure everyone is well supported and stays connected.
Q What challenges did you have to overcome, both as CHRO and as a leader, and how did you overcome them? What was your greatest learning?
During the process of digital HR transformation, there will always be resistance and challenges. One of them is helping employees adapt to new technology. We have taken initiatives to encourage the seamless adoption of technology by providing tailored training to groups of employees and making it easier for business leaders.
To cope with a competitive business environment and 4.0 disruption, HR managers need to be savvy and nimble enough when it comes to digital technology. We must always improve our abilities and knowledge of business acumen, learn how to manage a multi-generational workforce, have good analytical thinking and, finally, be proactive, flexible and responsive to the ever-changing needs of employees.
Beyond these, we must always be able to maintain the balance between the company’s perspective and the employee’s perspective.
HR should focus on building the culture and exercising talent management practices where people can feel empowered, trustworthy and objectively rewarded.
Q Forward and upward! Can you share some highlights of your year ahead in 2022, and what can your staff expect?
The pandemic will have a lasting impact on the future of work. We must constantly observe how these trends alter our internal HR policies, strategic goals, initiatives, and longer-term workforce adjustments needed.
Some of the trends we have studied are:
- The future of office work is hybrid. Companies that do not offer flexibility will be at a disadvantage in attracting and retaining talent.
- Work-life balance and burnout will be interesting discussions related to workplace and company culture.
- The internet and social media have opened up so many new business and career opportunities. People can earn income not just by working for a company. How can we win the competition for rare talents and retain them?
- What will be the best way to train employees in the future? How do they communicate? How do they develop relationships between team members? How are they evaluated and do they have effective performance dialogues with managers? How do employees fit in effectively?
Consistent with this, we have seen a strong interrelation between the use of automation/technology and employee engagement in our business. Our focus for the coming years should be to improve our employee experience, develop our workforce and reshape our workplace culture to create a sustainable workforce of tomorrow.
Q Get out your crystal ball – 10 years later, where do you see the future of HR?
The last two years have been a difficult situation for the field of HR. We have been trusted to manage a multi-generational workforce amid the COVID-19 pandemic. We had to modify work plans and design new working models, due to the inconsistency of government policies and regulations.
Due to these conditions, the HR landscape is constantly changing as new trends continue to emerge. The nature of work and the employee experience have taken on a new form and meaning. We are faced with new ways of working such as the increased use of AI through the HR system, hybrid office-home working, and other continuous innovations in HR technology.
In response to this, as human resource managers, we should have the ability to be a strategic consultant, to understand and work with data analytics, and to provide recommendations to business leaders regarding relates to aspects of human resources.
Picture / Provided
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