Managing Talents in Creative Industry.pdf

Managing Talents in Creative Industry, this is sharing how Telkom creating and managing digital talents , culture activations in digital environment, how Telkom setup digital mindset. Digital Culture is very important for company , especially for company who want to transform become a Digital Company

1. Talent Management
For Creative Business Agility
Use case : Telkom Indonesia
Dr. Ir. Dwi Heriyanto B. MT

3. ENTERING THE INDUSTRIAL REVOLUTION 5.0
Source : Learning 5.1 DuluanTibaDi Masa DepanDr. Alex Denni, Triaji Prio Pratomo, MBAc
“Manusiaperlumemilikimindset, skillset, dan toolset baru
agar takhanyarelevandan mampubertahan, namunjuga
terusbertumbuhdan berkembang. Alex Denni
INDUSTRI 5.0
Recombining Man-Machine
Artificial Intelligence to encourage
interaction automation to customers
Personalized customer-experience
Clerical job automation. Some
work will be lost.
Agile business strategy to respond the
speed of business change.
INDUSTRI 1.0
Industrial revolution
INDUSTRI 2.0
Knowledge and information era
INDUSTRI 3.0
Computer and Internet
INDUSTRI 4.0
Pasca-PC/Mobile/Digital
22 ENTERING THE INDUSTRIAL REVOLUTION 5.0
Source : Learning 5.1 DuluanTibaDi Masa DepanDr. Alex Denni, Triaji Prio Pratomo, MBAc
“Manusiaperlumemilikimindset, skillset, dan toolset baru
agar takhanyarelevandan mampubertahan, namunjuga
terusbertumbuhdan berkembang. Alex Denni
INDUSTRI 5.0
Recombining Man-Machine
Artificial Intelligence to encourage
interaction automation to customers
Personalized customer-experience
Clerical job automation. Some
work will be lost.
Agile business strategy to respond the
speed of business change.
INDUSTRI 1.0
Industrial revolution
INDUSTRI 2.0
Knowledge and information era
INDUSTRI 3.0
Computer and Internet
INDUSTRI 4.0
Pasca-PC/Mobile/Digital
22 ENTERING THE INDUSTRIAL REVOLUTION 5.0

4. AutomationTechnologies
“…Fastforwardandrapidrecentadvancesinautomation
technologies,includingartificialintelligence,autonomous
systems,androboticsarenowraisingthefearsanew—and
withnewurgency.…Carsthatdrivethemselves,machines
thatreadX-rays,andalgorithmsthatrespondtocustomer-
serviceinquiriesareallmanifestationsofpowerfulnewformsof
automation.”
RecentResearches
“…ditahun2030,diprediksi15-20jt
pekerja Indonesiausia30-35th
akanterdampak/tergantikan
olehAutomation“.
McKinseyGlobalInstitute.
“…pekerjadengan
pendidikanmenengah–
bawahakanlebih
merasakandampaknya“
McKinseyGlobalInstitute,2017.
INDUSTRY 4.0 CREATES NEW FEARS
4

5. HC1.0
•Career promotion
basedontenure&
experience, the
longer the more
eligibletopromote
•Senioritycamefirst
•HR Era in similar
industrycompetition
•Began introducing
measurement
instruments,relying
on performance
criteriaasthemain
instruments
•Productivity is
undeniableevidence
•Competency as a tool
to measure potential,
wheretheassessment
results are the second
dimension after the
performancewhich
mapseachemployeein
whichquadrant
•That quadrants
determines the fate of
high-performing and
high-potentialwhowill
promotefaster
•Human Being
Empowerment which
talksaboutAgility,
Flexibility,Cross-
Mobility,Collaboration,
and Idea Meritocracy
which are in line with
digitalizationofIndustry
4.0
•Nolongertalksabout
Stability, Certainty,
Competition, Silo
Mentality,
but creative innovative
withsystemicbigimpact
HC4.0
HC3.0
HC2.0
Characteristic features in H.C 4.0 : Agility, Flexibility, Cross-Mobility, Collaboration, and Idea Meritocracy
HUMAN CAPITAL 4.0
5

6. Thecompanyasapersonalcareerpartner
IntheOnlyHumanityMattersscenario,
companiesarepersonalcareerpartnersfor
theiremployees.Thereturntooldvaluesand
morestringentdataregulationspairedwitha
positiveeconomicoutlookresultsin
personalizedHRprocesseswherehuman
interactionisstill thekey.
InanOldSchoolinaNewSharingWorld,
employersareinterchangeable.Atthesame
time,stagnatingeconomicdevelopmentand
difficultiesinautomatingHRsolutionshave
madeemployersreluctanttoinvestintheir
workforce.
InWelcometo1984,therelationshipbetween
employersandemployeeshasbeenreducedtoa
mereexchangeofworkformoney.Combinedwitha
highlevelofautomationintheHRdepartment,this
leadstostandardized,lowcostHRsolutions
IntheHR4.0scenario,mostHR
solutionsarehighlyautomatedand
employersareinvestinginrecruiting
andretainingthebesttalent.This
leadstocustomizedofferingsanda
thriving relationship between
employersandemployees.
The companyasoneofmanyworkplaceproviders
Scenario matrix to describe the future of Human Resources
THE FUTURE OF HUMAN RESOURCES
Source : The future of Human Resources: A glimpse into the future, Delloitte 6

7. 1.Performingroutine jobs,
codifiable tasks, repetitive,
dangerous, and cognitively
monotonouswork
2.Involve physical activities in
highlystructuredand
predictableenvironments,
as well as the collection and
processingofdata.
3.Middle-skill jobs: middle-
skilled cognitive and manual
activities
CANBEAUTOMATED
1.Jobs require adaptability,
creativity,andtasks
requiring flexibility,
judgment, and common
sense
2.Expert Thinking –solving
newproblemsforwhich
therearenoroutine
solutions
3.Complex Communication –
persuading, explaining,
conveyingaparticular
interpretationofinformation
CANNOTBEAUTOMATED
Job Characteristic That Can (not) be Automated
JOB AUTOMATION
7

8. INDUSTRY ECOSYSTEM IS CHANGING
The digital disruption has already happened.

9. Source: Kantor Indonesia, Menteri Koordinator bidang Perekonomian
This pandemic has impacted on many aspects, on the other hand this condition can be seen as on opportunity for Telkom
PANDEMIC IS COMING & IT CHANGES
BEHAVIOR & ATTITUDE

10. Digital business requires companies to act and respond faster than they ever have before…
TRANSFORM FROM TRADITIONAL INTO DIGITAL
10

11. Source : Delloite HR Trends 2020, Future of Work Post Covid Gartner Trends
CRITICAL SKILL &
COMPETENCY
HR NEEDS TO
Organization will focus on preparing
critical skills & competency for digital
and functional talent. Organizations will
shift from trying to ‘predict’ (targeting a
specific set of future skills) to
‘responding’ (structuring such that they
can quickly course correct with change).
1.Focus on preparing critical skill &
digital competency for digital
and functional talent.
2.Be more agile responding
change
“Focus on critical skill & enhance
digital competency”
CURRENT & FUTURE
LEADERSHIP
HR NEEDS TO
Leaders will need to lead effective, long
term digital transformation.
Organizations will need to reevaluate
which roles should have succession
plans in place, and may expand the
range of roles considered as part of the
development paths for potential future
successors of these roles.
1.Prepare leaders to excel in
digital transformation.
2.Prepare succession plan and
development path for
successors.
“Prepare succession plan to shape
digital leaders”
DIGITAL
CULTURE
HR NEEDS TO
Digitalization is seen as the most
important driver for cultural change.
Digital culture, competencies and
behaviours will enable human beings to
leverage and use digital environments
to the max.
1.Make sure digital culture is
leverage trough digitalization
2.Embrace agility and flexibility to
execute change management in
organization transformation.
“Be agile & Transform to Digital
Culture and Innovation & Creative
Mindset”
PEOPLE CULTURE
“Create Employee Experience thru
Employee Journey maps and
flexible working arrangement”
HR NEEDS TO
Organizations will need to create new
"employee journey maps" for the
remote world. Organizations that have
more flexibility will need to think of the
remote experience, the office
experience, and the mixed experience.
1.HR leaders must facilitate talent
mobility across the organization
to deliver on employee
experience
2.Implementation Flexible
Working Arrangement.
EMPLOYEE
EXPERIENCE
Despite of the challenges, Global HR Trends are focusing to help the company grow through
People & Culture initiatives…
11
Nowadays Challenge

12. Source: Process form Deloitte Tech Trend 2020 , Deloitte HR Trends 2020, Gartner, *Learning 5.1 Duluan Tiba Di Masa Depan – Dr. Alex Denni, Triaji Prio Pratomo, MBA
ORGANIZATION
DESIGN
HR NEEDS TO
The cost of trapped resources has
increased. Organizations will need to
design roles and structures focused on
outcomes, rather than tasks (process),
to increase responsiveness and
flexibility.
Design roles and structures focused
on outcomes, rather than tasks
(process), to increase responsiveness
and flexibility
“Focused on Outcomes”
HR MANAGEMENT
FUNCTION
HR NEEDS TO
To quickly deploy HR assets to solve
challenges that come up, HR leaders will
increasingly shift to agile operating
models and problem solving.

HR leaders will need to simplify
bureaucracy.
1.Shift to agile operating models and
problem solving
2.Simplify bureaucracy
“Agile operating model”
KNOWLEDGE
MANAGEMENT
HR NEEDS TO
Rapid technological advances have
poised knowledge management to
evolve from a static, back-office
activity focused on documenting and
warehousing information to a
dynamic, AI-powered platform that
enables organizations to create,
understand, and act on knowledge
more effectively than ever before.
Build effective Knowledge
Management System and integrate
powered with AI-powered-platform
“AI Knowledge Management
System”
TALENT
ANALYTICS
HR NEEDS TO
Start using talent analytics in many
areas to improve transparency &
accuracy
Current priorities on HR leaders are
increasing investment in people (talent)
analytics (improving talent analytics
capabilities for HR staff; improving data
quality, standardization and
governance within HR; improving how
internal clients use talent analytics)
“Talent analytics”
ORGANIZATION TECHNOLOGY
12
… and also organization and technology initiatives
Nowadays Challenge

13. 5 BUMN Priority
Programs
Aspiration–Digital becoming a “National Agenda”
“We need at least 9 million
digital talents for the 15 years
ahead. This needs great
preparation to produce at least
600,000 people each year so we
can establish an ecosystem that
supports the growth of our digital
talents,”
Joko Widodo 03/08/2020
Telkom Group Portfolio’s Challenges
Transforming into a Digital Telco Company need to restructure business portfolio to Digital
Connectivity, Digital Platform and Digital Services and also increase digital capabilities (Digital
skill, mindset & behavior) and build leader (Young & Female Leaders) who are capable to lead
Digital Business
Telco Digital Telco
5 BUMN Priority Programs
Menteri BUMN
INDONESIA NATIONAL AGENDA

14. WHAT IS
ORGANIZATIONAL
CULTURE

15. Organizational culture has been characterized by many authors * :
• as something to do with people and the unique quality and style of the
organization (Kilman et al; 1985),
•and the way things are done in the organizations (Deal & Kennedy, 1982).
• Sometimes, organization culture is also known as “corporate culture”.
“Corporate Culture” is used to denote the more “commercialized”
meaning of organizational culture (Deal & Kennedy, 1982)
* Source : A Review Paper on Organizational Culture and Organizational Performance Ismael Younis Abu-
JaradInternational Journal of Business and Social Science Vol. 1 No. 3; December 2010
Culture is the common set of behaviors and underlying mindsets and beliefs that shape how people
work and interact day to day. (McKinsey)
What is Organizational Culture

16. WHY
CULTURE
MATTERS

17. Why Culture Matters
Culture starts withwhatpeople do andhowthey do it.
High-performing organizations distinguish themselves inhowthey do it. This cumulative effect ofwhatis done
andhowit is done ultimately determines an organization’s performance. (McKinsey)
From Culture to Performance

18. Why Culture Matters
Four Reasons Why Culture Matters
1.Culture correlates with performance.Based on our research of over 1,000 organizations that encompass more
than three million individuals, those with top quartile cultures (as measured by ourOrganizational Health Index)
post a return to shareholders 60 percent higher than median companies and 200 percent higher than those in
the bottom quartile.
2.Culture is inherently difficult to copy.The quickening pace of innovation means that products and business
models face the constant threat of being replicated. In this environment, the ultimate competitive advantage is
a healthy culture that adapts automatically to changing conditions to find new ways to succeed.
3.Healthy cultures enable organizations to adapt.In a world where the one constant is change, culture becomes
even more important because organizations with high-performing cultures thrive on change. The converse also
holds true: Unhealthy cultures do not respond well to change. Our research shows that 70 percent of
transformations fail, and 70 percent of those failures are due to culture-related issues.
4.Unhealthy cultures lead to underperformance…or worse.Over time, not only do unhealthy cultures foster
lackluster performance, but they can be your undoing. Daily headlines attest, culture can bring corporate giants
to their knees.
(McKinsey)

20. STRUCTURE
Ponsel
(1995)
Internet
(1998) (2010)
Digital
Connectivity
(2015)
Digital Telco
(2018 -present)
Suara& Text
(…. –1965)
Satellite
(1976)
STRATEGY
BUSINESS
Followed by
Followed by
Perseroan
Culture
Org.
People
•PeluncuranSatelit
Palapa untukexpand
rural domestic &
internasional
•Melayani telepon
& telex
•PendirianTelkomsel
•MelayanaiSMS, GPRS,
MMS
•IPO -Listing NYSE, BEI
•PenerapanKSO
•Telkomnetinstant
•Internet ADSL (speedy)
•Indihome
•Wifi.id
•Telkom Vision,
Groovia, UseeTV
•Infrastruktur&
ekosistemdigital
•Digital connectivity,
digital platform,
digital services
Broadband
•Kabel Optic bawahlaut
•Telkom Nusantara
Super Highway
•Project true broadband
access
•Internet Business
(1988) (1992)
•TTWIDE
(2019)
•Budaya ARTI•Kebijakan321 •BudayaBTP
(1999)
•TTW 135
(2009)
•Telkom Way
(2012)
•AKHLAK
(2020)
•Territory Based •Centralization•De-centralization•Hybrid
PenerapanKSO Divisi & CenterPenguatan TREG Flat Organisasi
(2008)(1995) (2012) (2015)
•KompetensiNetwork •KompetensiNetwork &
Satelit
•Network & Satelit
•Mobile 2G/3G/4G
•IT
•Kompetensi Network &
Satelit
•Mobile 2G/3G/4G
•IT & Digital
•KompetensiNetwork &
Satelit
•Mobile 2G/3G/4G
•IT & Digital
•Mobile 2G/3G/4G
•IT, Digital Skill
•Digital Connectivity,
Platform & Services
There are always Great Leader behind Telkom Transformation,
and most of them are developed from within….
and
continue….
(1995-…)(1974) (1991)(1965)(1927)
PERSEROAN TerbukaPERUMTELPERSEROANPNTELPTT
Telkom continues transform and innovate to maintain sustainability with increasingly short period of time, Nurturing GREAT
LEADER always be a part of Telkom’s Transformation Journey (Structure follow Strategy, Strategy follow Business)
20
TRANSFORM OR DIE

21. Memegang teguh
kepercayaan yang
diberikan
Terus belajar dan
mengembangkan
kapabilitas
Saling peduli dan
menghargai
perbedaan
Berdedikasi dan
mengutamakan
kepentingan Bangsa
dan Negara
Terus berinovasi dan
antusias dalam
menggerakkan ataupun
menghadapi perubahan
Membangun kerja
sama yang sinergis
1.Memenuhi janji dan
komitmen
2.Bertanggung jawab
atas tugas,
keputusan, dan
tindakan yang
dilakukan
3.Berpegang teguh
kepada nilai moral
dan etika.
4.Meningkatkan
kompetensi diri untuk
menjawab tantangan
5.Membantu orang lain
belajar
6.Menyelesaikan tugas
dengan kualitas terbaik
7.Menghargai setiap
orang apapun latar
belakangnya
8.Suka menolong orang
lain
9.Membangun
lingkungan kerja yang
kondusif
10.Menjaga nama baik
sesama karyawan,
pimpinan, BUMN, dan
Negara
11.Rela berkorban untuk
mencapai tujuan yang
lebih besar
12.Patuh kepada pimpinan
sepanjang tidak
bertentangan dengan
hukum dan etika
13.Cepat menyesuaikan
diri untuk menjadi
lebih baik
14.Terus-menerus
melakukan perbaikan
mengikuti
perkembangan
teknologi
15.Bertindak proaktif.
16.Memberi kesempatan
kepada berbagai
pihak untuk
berkontribusi
17.Terbuka dalam
bekerja sama untuk
menghasilkan nilai
tambah
18.Menggerakkan
pemanfaatan
berbagai sumber daya
untuk tujuan bersama
Panduan Perilaku
Definisi
Contoh Perilaku Telkom Group
Penjabaran dari Panduan Perilaku AKHLAK sesuai karakteristik TELKOMGROUP

22. CORE VALUES PANDUAN PERILAKU CONTOH PERILAKU AKHLAK TELKOMGROUP
AMANAH
Memegang teguh
kepercayaan yang
diberikan
1.Memenuhi janji dan komitmen
2.Bertanggung jawab atas tugas, keputusan,
dan tindakan yang dilakukan
3.Berpegang teguh kepada nilai moral dan
etika.
1.Memenuhi janji dan komitmen untuk memberikan pelayanan terbaik dan solusi atas kebutuhan serta permasalahan pelanggan. (Integrity, Customer Centricity)
2.Bertanggung jawab dalam mengambil keputusan dan bertindak secara objektif berbasiskan data, mulai dari proses perencanaan, pelaksanaan, pengendalian,
dan evaluasi perbaikan. (Integrity & Data-drivenness)
3.Bertindak jujur dan berpegang teguh kepada nilai moral dan etika secara konsisten, serta menjadi contoh (role model) di lingkungan kerja, keluarga, dan
masyarakat. (Leader as a father)
KOMPETEN
Terus belajar dan
mengembangkan
kapabilitas
4.Meningkatkan kompetensi diri untuk
menjawab tantangan
5.Membantu orang lain belajar
6.Menyelesaikan tugas dengan kualitas
terbaik
4.Meningkatkan kompetensi diri untuk memberikan hasil terbaik bagi perusahaaan yang melebihi kompetitor. (Always the Best)
5.Membantu orang lain belajar untuk meningkatkan kompetensi dalam mengantisipasi perkembangan bisnis dan kompetisi. (Energize People)
6.Menyelesaikan tugas dengan kualitas terbaik untuk mencapai target yang melebihi pertumbuhan industri dan mengantisipasi berbagai kemungkinan yang bisa
terjadi di masa depan. (Always the best, Imagine)
HARMONIS
Saling peduli dan
menghargai
perbedaan
7.Menghargai setiap orang apapun latar
belakangnya
8.Suka menolong orang lain
9.Membangun lingkungan kerja yang
kondusif
7.Menghargai setiap orang dengan berbagai latar belakang dan menjadikan perbedaan sebagai kekuatan untuk mencapai tujuan bersama. (Solid, Harmony)
8.Suka menolong orang lain selama tidak bertentangan dengan hukum dan norma yang berlaku. (Spirit of giving)
9.Membangun lingkungan kerja yang kondusif, berpikiran positif, dan selalu terbuka untuk menerima keberagaman. (Open mind)
LOYAL
Berdedikasi dan
mengutamakan
kepentingan Bangsa
dan Negara
10.Menjaga nama baik sesama karyawan,
pimpinan, BUMN, dan Negara
11.Rela berkorban untuk mencapai tujuan
yang lebih besar
12.Patuh kepada pimpinan sepanjang tidak
bertentangan dengan hukum dan etika
10.Menjaga nama baik sesama Karyawan, Pimpinan, Perusahaan, dan Negara dalam menjalankan setiap aktivitas. (Totality)
11.Mendedikasikan seluruh potensi dan kemampuan diri di bidang teknologi telekomunikasi dan digital untuk memberikan manfaat dalam peningkatan nilai
ekonomi dan dampak sosial untuk Indonesia. (Mega thinking)
12.Menjalankan tugas dan tanggung jawab yang diberikan oleh perusahaan dengan semangat yang tinggi sepanjang tidak bertentangan dengan hukum dan etika.
(Enthusiasm, Action)
ADAPTIF
Terus berinovasi dan
antusias dalam
menggerakkan
ataupun menghadapi
perubahan
13.Cepat menyesuaikan diri untuk menjadi
lebih baik
14.Terus-menerus melakukan perbaikan
mengikuti perkembangan teknologi
15.Bertindak proaktif.
13.Mengubah mindset dan menyesuaikan diri dengan cepat terhadap perubahan lingkungan bisnis, perubahan teknologi, dan perubahan cara kerja untuk
memenangkan persaingan. (Speed, Practices to be the winner)
14.Melakukan perbaikan berkelanjutan dengan mengikuti dan memanfaatkan perkembangan teknologi telekomunikasi dan digital secara tepat guna untuk
memberikan manfaat yang sebesar-besarnya bagi perusahaan, bangsa, dan negara. (Digital Technology Leadership, continuouS improvement)
15.Bertindak proaktif, kreatif, dan inovatif untuk menemukan cara-cara baru serta mampu mengambil pelajaran dari kegagalan. (Smart, agilE Innovation)
KOLABORATIF
Membangunkerja
sama yangsinergis
16.Memberi kesempatan kepada berbagai
pihak untuk berkontribusi
17.Terbuka dalam bekerja sama untuk
menghasilkan nilai tambah
18.Menggerakkan pemanfaatan berbagai
sumber daya untuk tujuan bersama
16.Memberikan kesempatan kepada berbagai pihak untuk berkontribusi dan terlibat aktif dalam memberikan hasil yang terbaik dan melebihi ekspektasi
Stakeholder. (Extraordinary result)
17.Mengembangkan kerjasama untuk meningkatkan kapasitas dan kapabilitas yang dimiliki untuk menghasilkan nilai tambah yang fokus pada pengembangan core
business telekomunikasi dan digital. (Focus)
18.Membangun sinergi sumber daya di berbagai bidang secara efisien dan efektif untuk meningkatkan nilai ekonomi dalam mencapai tujuan bersama. (Synergy,
Manage by Head)
CONTOH PERILAKU CORE VALUES AKHLAK DI TELKOMGROUP
22

23. CULTURE: IMPLEMENTING MODEL
Formalization ActivationSocialization
UNFREEZE
Make individual &
organization ready for change
Take steps to transition
(for short and long term gains)
Root the organization in
processes, systems, behavior, etc
Leaders Must Manage The Process
ROLE MODELLING
•BOD Commitment Pledge &
all Employees for the
implementation of AKHLAK
Core Values
•Role Model & Culture Agent
Assignment
•Leaders Talk Values
•Leader’s Quote
FORMAL PROCEDURES &
SYSTEMS
•Company Decree regarding
Core Values AKHLAK
•Performance Management
System
•Unit Assessment Program
(Organizational Culture Health
Index)
•Individual Assessment
Program (CBHRM-B)
UNDERSTANDING &
CONVICTION
•Mass Communication
•Telkom Talks
•Handbook
•Leader’s Quote
•Communication Channel
(Diarium, Email Blast, Portal)
•Segmented Communication
•Leaders Talk Values: Sharing
Session Senior Leader Unit
•Sharing Session Unit Culture
UPGRADING SKILL &
KNOWLEDGE (Competence)
•Training AKHLAK for Top
Leaders, Culture Agent, All
Employees incl. New
Employees
•E-Learning AKHLAK
UNDERSTANDING & CONVICTION
Implement the Action Plan:
•Daily: Culture Activation in each
Unit based on Calendar of Culture
Action
•Monthly: Culture Game &
Challenge
•Semester: Innovation Culture
Activation (Adaptif) by Hack Idea
& Hack Fest Program
•Annually: Social Movement
(Harmonis) by #AyoBikinNyata
Program
Celebration & Recognition – Finding
TheTelkom Group Culture Heroes
FORMAL PROCEDURES & SYSTEMS
Monitor effectiveness of change
•Reporting & Evaluation (monthly)
•Performance Mgt (quarterly)
•Assessment Culture Index Unit &
Individual (annually)
Commitment & Action PlanUnderstanding What & HowConviction & Personal Meaning
People behavior change which
drive high performance
EMBEDDING BEHAVIOR TO
PERFORMANCE
AKHLAK's behavior has become daily
behavior and has been included as a
system/procedure /policy in the
Company (Solid in people, Speed in
process, Smart in organization) so that
Great Ways of Working drives Great
EX & CX
•Implement the Action Plan
•Celebration & Recognition
STRENGTHENING FORMAL
PROCEDURES & SYSTEMS
Monitor living behavior
L E A R N I N G J O U R N E Y
Understanding Why
STAGE
ACTION
TONE OF THE TOP
•CHCO to All BOD in the
BODs meeting
•CHCO to all to Unit Leaders
through Official
Memorandum and group
chat
•CHCO to all employees
through various media, i.e
Telkom Talks event, fire
briefing.
DISSEMINATION:
•Senior Leader Unit
cascading sharing to
employees
•Team Culture sharing to
Culture Agents
•Mass Communication:
Corporate Portal, Corp.
Social Media, e-mail blast
AKHLAK's Core Values internalization activities are carried out using a Change Management approach to ensure the effectiveness of its programs.
(Adaptation from Managing Change :“Kurt Lewin’s Model of Change )
Done
Finding Why Living
CHANGE FREEZE
23

24. SOSIALISASI & FORMALISASI
24
05 Juli 2020
CHCO Talks ke seluruh
karyawan TelkomGroup
07 Juli 2020
Sosialisasi CHCO
ke seluruh BOD
09 Juli 2020
CHCO Sharing Session
ke Unit-Unit
17 Juli 2020
Nota Dinas CHCO
untuk menjalankan
Core Values AKHLAK
23 Juli 2020
CEO Direction & Ikrar
Komitmen Implementasi
Corev Values AKHLAK
16 Sept 2020
Peraturan Perusahaan
tentang Core Values
AKHLAK
Komunikasi melalui berbagai Media Perusahaan
Portal News
Highlight informasi kepada
karyawan TelkomGroup
Social Media Internal
Diarium sebagai
platform utama social
media internal
Email blast
Email blast ke seluruh
karyawan TelkomGroupPenyampaian
melalui Group
Chat Unit
Group chat
Management
Sharing Session
Diseminasi kepada Senior
Leader, Culture Agent, karyawan,
karyawan baru, peserta
development program
Unit
Sharing Session
Diseminasi oleh
Pimpinan Unit dan
Culture Agent
Artefak
Pembuatan arfefak baik
digital maupun off-line
(Screensaver, poster,
banner)
Game & Challenge
Update info melalui
gamification agar
menyenangkan
Komunikasi dan Arahan BOD

25. FORMALIZATION : IKRAR AKHLAK SEBAGAI CORE VALUES & ROLE MODELLING
Rapim TelkomGroup II
Sosialisasi nilai – nilai perusahaan
secara daring kepada karyawan
terbanyak
21.945 orang
Deklarasi komitmen nilai – nilai
perusahaan secara virtual oleh
karyawan terbanyak
22.159 orang

26. 26

27. 27

28. HOW WE SET UP
FLEXIBLE
ORGANIZATION

29. Business transformation and pandemicCovid-19 makes Telkom need to rapidly adapt and speed up the transformation process.
Pandemic is an opportunity for Telkom to accelerate behavior change, the way we learn and growing faster
THIS PANDEMIC SPEED UP THE TRANSFORMATION PROCESS
24%
1.PemeliharaanJaringan
2.Customer Service Walk In
3.InstalasiPerangkat
4.Safety & Security
5.Administrasi
WORK FROM OFFICE
1.Strategic Planning
2.Programmer
3.Digital
4.Human Capital
5.Keuangan
WORK FROM HOME
TERPAKSA TERBIASA LUAR BIASA
L e s so n L e a rn t
Flexible Working Arrangement (FWA)
Monitoring & Evaluation
DIARIUM AS HC SUPER APPS
COE Reduced
•Revenue:
slightly achieve from target
•EBITDA & Net Income:
achieve above target & growing
from last year
*Performance Report Q3/2020
Productivity Impact Cost Impact

30. One of the most promising ways of unlocking flexibility is by moving away from traditional modes of organisation towards
multidisciplinary teams who are empowered to make decisions without navigating traditional hierarchies.
HCM Initiatives to Leaning The Organization
ROADMAP FLEXIBLE ORGANIZATION
4
SOURCE: Deloitte

31. •NetworkedTeams
•Realignselectexistingstructuresinto
self-managed,networkedteams,
focusedonaspecificoutcome
•Adoptacollaborativesystemsmindset
•Createanecosystemofopentalentwith
afail-fastperspectiveandharness
socialtechnologyasamechanismto
keeptheorganizationconnected
•QuickChange,FlexibleResource,focus
onaction,end-to-endaccountability
(TRIBE)
(Squad)
(TRIBELeader)
•NetworkedTeams
•Realignselect existing
structuresintoself-
managed,networked
teams, focused on a specific
outcome
•Adoptcollaborativesystems
mindset
•Createanecosystemof
open talent with a fail-fast
perspectiveandharnesy
social technologyas
mechanismto keepthe
organizationconnected
•Quicchange,flexible
resource, focus on action,
endtoendaccountability
PROJECT BASED CROSS -FUNCTIONAL TEAMS & EXPERIMENTATION HUBS
31
“Cross Function and Flexible Organization” : Transformation from Organization as “machine” into
Organization as “organism”. Startup organization is adopted in tribes/squads.

32. IMPLEMENTING FLEXIBLE ORGANIZATION TO AIM THE OPTIMIZATION OF
RESOURCE THROUGH BI-MODEL ORGANIZATION
•FO principles must be adjusted with the
established systems within the organization
•The current organization is too structural
•Resource is done by availabity instead of
capability
•The Funding process is based on yearly cycle,
and no specific allocation for FO
implementation
•Success measure of project is not evaluated
•Hard to be implemented, all the enabling
mechanisms should be ready
•Takes a longer time to set a separate
entitiy as the B-Organization (Flexible
Organization)
•Company stays agile + nimble. Teams
are formed & disbanded quickly
•May build a digital CX Group, open for
the gig workers
•Horizontal coordination, highly
aligned, looslely coupled team, open
information flow, minimum of
organization layers
•Relatively easy to be implemented
by building digital mindset, adoptive
a WOW for projects, optimizing
Esperantum, and revamp
performance management.
•Opportunities for Telkom to move
faster, especially to units that
requires faster time to market.
CURRENT ORGANIZATION
B - ORGANIZATION
FO implementation as the new way of working
Fully FO implementation in a separate legal entity
PRO’S CON’S
CURRENT / PROPOSED
IMPEMENTATION
MYINDIHOME TRIBE
(CFU CONS)
ENTERPRISE DIGITAL TRIBE
(CFU ENT)
DDS
(Divisi Digital Service)
PRO’S CON’S
CURRENT / PROPOSED
IMPEMENTATION
Project Based Cross Functional Teams &
Experimentation Hubs
CURRENT
Organization
Customer Mission Based Teams Supported by
Core Functions
B Organization

34. FLEXIBLE WORKING ARRANGEMENT (FWA) JOURNEY
2017-2019 2020 2021
Supporting Regional
Government Program
Employee Safety
& Ensure Business Continuity
Business Continuity &
Digital Ways of Working
OBJECTIVE
Flexible Time
Flexible Working
Arrangement
(All Unit) Apr - Now
Full Implementation Flexible
Working Arrangement
OPERATING
MODEL
Traffic Jam Jakarta
Telkom Business
Domain Change
Covid-19
CSS SI 8 A – Align Ways of
Working Under Digital Age
DRIVER
Employee Shuttle Bus,
Notebook for All Employee,
Support Facility Allowance
For Staff, Enhancing Diarium
Technology Solution &
Technology Infrastructure
(cyber security)
SUPPORTING
FACILITY
Arrangement depend on
head of unit
Emergency arrangement
because of Covid-19
FWA managed by systemRULES
Arrangement depend on
head of unit
Upgrading Bandwidth
Internet Access Facility
Flexible Working
Arrangement
(11 Unit) Jan - Mar
Enhance Employee
Productivity
& Cost Saving
Flexible Working Arrangement (FWA) is a way of working for employees that are tailored to the needs of the company and the type of work performed,
Employee can choose to do work from the office (Working From Office - WFO), work from home (Working From Home - WFH) or a combination of
working at the office and at home (HYBRID)

35. 1. Purpose and principles
Define a sharp target vision of what remote work should look like for the company
2. Remote Work Models
Rotation Dynamic: Types of remote-working models, depending on the amount of time
spent away from the office and the degree of flexibility it gives workers.
Role Allocation: The criteria to decide job allocation based on eligibility, teaming, track
ability, end goals, maturity, employee proficiency and preferences
3. Trust Based Management
The shifting from the measurement of worker inputs, such as hours worked and time
spent in the office, to measuring worker output, such as the achievement of preset
goals alongside the quality and timeliness of the work
4. Remote Working Practices – Training FWA OKR
Practices working remotely inspired by agile way of working (Stand Up Meeting,
Online Collaboration Tools)
5. Leadership & Culture
Give employees more autonomy and to be more empowered. The remote leader of
the future will need to be inspiring, caring, and empathetic.
6. Technology Solutions
Providing devices & hybrid workspaces, Collaboration tools,
performance management tools, social and learning tools
7. Technology Infrastructure
Providing Technology Infrastructure such as internet access, modern
data platform, cyber security
Sources: BCG analysis, October 2020
7 Dimension of Flexible Working Arrangement
35

36. Source : BCG analysis, 2020
There are 3 model of FWA. Companies expect half of employees to be working partially from home in the next 2 or 3 years.
FLEXIBLE WORKING ARRANGEMENT MODEL
36

37. There is the potential for reductions in office space and, thus, overhead costs. More than 40% of managers expect a
reduction in overhead costs, and 40% of them expect reductions of over 20%.
BCG survey suggests that remote working can be a key driver for recruiting talent and reducing attrition among workers.
•Increase focus: At the individual level, working remotely can reduce the distractions of a busy office environment,
helping employees concentrate.
•Greater flexibility: Productivity can be further enhanced by the flexibility remote allows. As workers are not as
constrained by location or time, they can rebalance their workloads more easily, and at lower personal cost.
•Reduced absenteeism: Finally, studies suggest remote work can reduce absenteeism, thanks to increased engagement.
Employees appreciate the fact that they can work from home even if they or their children have mild health issues, for
instance
THE WAR OF TALENT
COST SAVING
A PRODUCTIVE WORKFORCE
BENEFIT FOR
CORPORATE
Sources: BCG analysis, October 2020
Remote working can also improve employees’ lives by reducing their cost of living, without any additional cost to their
employers. Because they can work from home, they can avoid the cost of commuting and meals.
A FREE “COMPENSATION” BOOST
Working remotely can allow employees to enjoy a better lifestyle, with more time for personal pursuits and more
flexibility to work when they want to.
WORK LIFE BALANCE
BENEFIT FOR
EMPLOYEE
FLEXIBLE WORKING ARRANGEMENT BENEFIT
37

38. FLEXIBLE WORKING ARRANGEMENT READINESS
1
2
3
4
5
6
7
8
PURPOSES &
PRINCIPLES
TRUST–BASED
MGT
REMOTE WORK
MODELS
TRAINING
COACHING,
COUNSELLING,
HEALTHCARE
CULTURE &
LEADERSHIP
TECH.
SOLUTION
TECH.
INFRASTRUCTURE
BUSINESS CONTINUITY
& DIGITAL WAYS OF
WORKING
HYBRID MODELS:
COMBINATION WFH & WFO
POLICY:
•FWA
•PMS (OKR)
•INTERNET ACCESS
•CYBER SECURITY
DIARIUM AS A SUPER APPS FOR:
•COLLABORATION TOOLS
•OKR TOOLS
•SOCIAL & LEARNING TOOLS
•FWA DASHBOARD
COMPANY DEVICE
(SEAT MANAGEMENT)
CONTACT CENTER
(HOTLINE, CHAT, EMAIL)
•MINDSET CHANGING
•ROLE MODELLING
•COMPETENCIES UPLIFTING
•OKR CHAMPION
P
R
O
C
E
S
S
T
E
C
H
N
O
L
O
G
Y
PEOPLE
HOME SECURITY
CSS 2021-2025 pada SI 8.A

39. FWA – DIARIUM DASHBOARD
39

40. OKR – DIARIUM DASHBOARD
40

42. 42
Telkom Innovation Journey
ACTIVATION
2018
ECOSYSTEM
2019
ENGAGE CFU/FU
2020
LEADING
2021
-Launching Program HACKIdea
-Involving Culture Agent & Employee
as participant
-Dissemination Design Sprint in Unit by
Culture Agent
-Top 20 Get Golden Ticket to
AMOEBA
-Create Ecosystem Innovation
In Regional with AMA Satellite
-Engage Senior Leader in Area
(Telkom Regional)
-Running Innovation Incubation in
AMA Satellite
-Strengthening Innovation
Incubation in AMA Satellite
-Involving CFU/FU in Ecosystem
Innovation
Activated Innovation in daily
activities within Enterprise
Social Media with IdeaBox
-Anytime
-Anyone
-Support Business CFU/FU
-More Collaboration
-Database Innovation
342 Idea
719 Innovator
821 Idea
2.409 Innovator
1.448 Idea
3.992 Innovator
LEARNING
2017
Validated Design Thinking
(Design Sprint) as digital culture
booster
Living Innovation as BAU
(Company)
Linking Innovation to Business
(Business)
Adopting Innovation into
Operation (Organization)
Boosting Innovation within
Employees (Human)
Knowing Innovation
Pattern (Customer)
We Are Here !

43. 43

44. Telkom Innovation Culture by IDEABOX
44

45. STARTUP INTAKE
SELECT
Co Working
Space
Global
Venture Capital
TelkomGroup
Digital Platform
TelkomGroup
Market Access
FundingMentoring
BENEFIT FOR STARTUP
1,325+
Customers
48,024+
Talents
31+
Mentor Networks
186+
Startups
On Desk
Selection
Customer
validation
Product
validation
Business Model
Validation
Market
Validation
Collaboration
with TelkomGroup
POTENTIAL FOR INVESTMENT
Pitching
Selection
Register
INDIGO STARTUP JOURNEY
INCUBATE ACCELERATE & SCALE UP INTEGRATION
STARTUP DEVELOPMENT STAGES
TELKOM INNOVATION CULTURE
45
Indigo is initial-stage startup incubation program initiated by Telkom to embrace inorganic growth opportunities from
startup industry (Outside TelkomGroup) that provides mutual benefit for Telkom and startups in which Telkom will be able
to benefit growth potential and the startups will be able to accelerate their business utilizing Telkom's competitive
advantages.

46. 2020
7.680
2.785
•Strengthening Innovation Incubation in AMA Satellite
•Involving CFU/FU in Ecosystem Innovation
Linking Innovation to Business (Business)
Design ThinkingScrum MeetingHack Idea is a massive idea generation culture
approach that gathers ideas from all
employees which could be based on paint
problems and proposed solutions. Prior to
submitting their ideas, employees are
required to learn from DigiLearn.
IdeaBox Digilearn
ACTIVATING MASSIVE INNOVATION CULTURE
TOOLS ENGAGE CFU/FU
selection
SELECT DEVELOP INCUBATE
upgrade
customer
validation
product
validation
ACCELERATE
business model
validation
market
validation
DEVELOP
scale up
& go to market
(Metra-net/Tribe)
TRANSFORMING INNOVATION CULTURE TO COMMERCE
Amoeba is a way to transform innovation
culture into commercialization model applied
by Telkom to accelerate implementation of
innovation into commercialization which will
impact to business both internal digitization or
business digitalization.
WHAT WE DO
Build PeopleBuild BusinessBuild System
146
Inovasi
13
Graduate
TELKOM INNOVATION CULTURE
46

47. 47
Telkom Innovation
Kompetisi Inovasi untuk Internal karyawan Telkom Group, diadakan
sejak 2018.
Rangkaian acaranya meliputi:
•Talent Booster
•Idea Generation & Submission
•Idea Development (incl. mentoring)
•Celebration (HackFest)
Point Ingenium &
CBHRM
AMA Hub sebagai pusat pengelolaan inovasi.
AMA Satellite disetiap Area 1-7, ditamah AMA Corpu, AMOEBA
EBIS, AMOEBA YPT dan AMOEBA Mitratel
Kegiatan yang dilakukan meliputi:
•AMA Satllite Up Grading
•Talent Booster
•Selection (Sidang Komite)
•Idea Development (incl. mentoring)
Platform social media inovasi, di mana seluruh karyawan dapat
menyampaikan idenya kapan pun, dan setiap ide bisa dilihat siapa
pun, berkomentar, menyampaikan masukan, serta setiap Pimpinan
bisa menjadi Promotor untuk meng-eksekusi ide yang dinilai
memiliki potensi untuk segera dikembangkan.
Penghargaan bagi para Inovator melalui
point CBHRM, selain tentunya berbagai
kesempatan lainnya, seperti:
•Penghargaan dalam HackFest
•Mewakili perusahaan dalam lomba
inovasi
ACHIEVEMENT
2018 - 2021 7.680 2.785
GRADUATION13Inovasi
Barometer Innovation Culture di
BUMN melalui program
AMOEBA
1
st
Kategori Social Innovation
2
nd
Technology Breakthrough
EVENT
ORGANIZATION
PLATFORM
SUPPORTING SYSTEM
Management
Badge Ingenium
Submision = 25%
Top 150 = 50%
Top 100 = 75%
Top 20 = 100%

49. 49
TECH HUB ECOSYSTEM
1
2
B
U
M
N
C
L
U
S
T
E
R
S
T
E
C
H
N
O
L O
G
Y
PROVIDER
C
O
M
M
U
N
I
T
Y
ACADEMY
B
U
S
IN
E
S
S
TECH
HUB
G
O
V
E
R
N
M
E
N
T •Direction
•Sponsor
•Enabler
•Research Partner
•Funding
•Implementer
•Enabler•Research Partner
•Sourcing
•Feedback
•Research & Innovation
Partner
•Sourcing
•Feedback
•Global Partner
•Transfer Knowledge
•Enabler
•Funding

52. Main Apps for Talent Development Cycle
Super app as
Monitoring FWA
OKR
Employee’s Touchpoint
✓Absence
✓Health Status
✓Daily Job Tracking
✓etc.
PERSONALIZED HR TOUCH POINT
DIARIUM
✓Assessment Result
✓Employee Career Plan
✓Succession & Devt Plan
✓Profile Match Up score
TALENT INFORMATION
Digital Learning Platforms to
Enhance Personal Mastery
Implement at Setneg & BUMN
Academy scholarship
PERSONALIZED LEARNING
web-based knowledge
sharingrepository,
competencycenter, and
virtual discussion
39.182 Repositories
KNOWLEDGE MANAGEMENT
Online sharing
from various expert
for Indonesia
28 series
200+ speakers
EXPERT INSIGHT
Virtual Learning
Interactive Class
A Brand-New immersive
learning experience
VIRTUAL LEARNING CLASS
Supporting Tools & Platform
Micro Learning:
The gateway to human
knowledge in hand
2.435 Videos
VIDEO LEARNING
Onsite & Online knowledge sources repository
13.884 books
1.435 e-books
275 e-journals
761 case studies
DIGITAL LIBRARY
INNOVATION MANAGEMENT
PLATFORM
1.556 Idea
2.511 User Submit
*Update 01/07/21
Media sosial inovasi untuk dapat
menyampaikan idea dan berkolaborasi
untuk mengembangkannya .
TECHNOLOGY (SUPER APPS & SUPPORTING DIGITAL TOOLS)
52

53. INGENIUM 2.0 – Talent Management System
53

54. INGENIUM 2.0 – Talent Management System
54

55. MYDIGILEARN
55

56. MYDIGILEARN
56

57. DIARIUM APPS & DASHBOARD
57

58. COGNITIUM VIDEO
http://cognitium-video.telkom.co.id
“The gateway to human knowledge in
your hand”
2631
videos
DIGITAL LEARNING
http://digitallearning.telkom.co.id
“Anytime –anywhere web-based
interactive learning classified by
stream“
435courses
“A web-based knowledge sharing
repository, competency center, and
virtual discussion”
33,828repositories
COGNITIUM LMS
http://corpu.telkom.co.id
“A Learning Management System
(LMS) as the learning portal &
integration towards all Knowledge
System in Telkom”
KAMPIUN
http://kampiun.telkom.co.id
DISTANCE
LEARNING
“Online class to deliver learning process with
mentor and other learners”
WEBINAR
“Web-based live seminar: Face to face learning on
your personal computer”
DIGITAL LIBRARY
http://cognitium-library.telkom.co.id/
“Onsite & Online knowledge
sources repository”
13,884 books
1,974 e-books
275 e-journals
761 case studies
COGNITIUM – TELKOM DIGITAL LEARNING SERVICE & FEATURES
58

59. E-LEARNING TELKOM
59

60. HC WIKI – Policy Repository
60

61. COMPETENCY ASSESSMENT : CBHRM
61

62. 62
HC DASHBOARD : EMPORIUM

63. The Telkom Hub
63

64. 64
CULTURE IS NOT EVENT !
IT’S ABOUT THE WAY WE WORK
And INNOVATION
IT’S PART OF COMPANY BREATH
Thank You.