Trend & issues of remuneration strategy in pandemic era (for hr expo 2020)

Presentation deck for Indonesia HR Expo 2020 to incite discussion about trend in reward during pandemic in Indonesian context

1. TRENDS & ISSUES OF REMUNERATION
STRATEGY IN PANDEMIC ERA
ERWIN MUNIRUZAMAN –HR EXPO 2020

2. ERWIN MUNIRUZAMAN
SVP HEAD OF STRATEGIC REWARD & HR OPERATIONS
INDOSATOOREDOO
Erwincurrently managing Strategic Reward & HR Operations at IndosatOoredoo. Prior joining Indosat, he
was senior consultant at Willis Towers Watson Indonesia where he leadTalent Management & Organizational
Alignment business. Previously, he was GM Performance, Reward & Services at Trans Retail (Carrefour)
Indonesia and VP Services in Bank Negara Indonesia.
His areas of expertise include advising and assisting Companies with theirStrategic Talent and Reward
development to bealigned with theirBusiness Strategy. He is leveraging his strong background as a
seasoned HR senior consultant and practitioner with a span more than15 years on overall HR experience
practice fromdeveloping HRstrategy andpoliciesintorunning HR Service operations in various industries
especially in Telecommunication, BankingandRetail in Indonesia. Developing HR strategy and practice
alignedwith Business Strategy become his continuousgoals.
ErwinholdsaBachelorofSciencedegree(Astronomy)fromtheBandungInstituteofTechnology.Healso
holdscertifications:CHRP(CertifiedHRProfessional)andCTPM(CertifiedProfessionalTalent
Management).HehavefinishedcourseforPensionFundsManagermandatorycourseandGeneral
Insurance(IPGDI-InstituteofInsurance&RiskManagement).Hefrequentlyspeaksatconferencesand
seminarsonavarietyofcurrentinteresttopicsrelatingtoTalentStrategyandRewardprogramsdesign.

3. SIMPLE FRAME WORKTO RESPONSE TO STIMULUS
Process
Technology
People
Business Strategy
Current Business
Model &
Capability
Current
Organization Culture
Business Outcome
New Business Model
& Capability
Cultural
Transformation

4. HR STRATEGY
Talent
Strategy
Reward
Strategy
Culture
Strategy
Organization
Strategy
Business Strategy
Current Business
Model &
Capability
Current
Organization Culture
Business Outcome
New Business Model
& Capability
Cultural
Transformation
HR Strategy

5. WHAT WE ARE DISCUSSING BEFORE COVID
Society 5.0
Deloitte’s Global Human Capital Trends:
•Purpose and meaning;
•Transparency and openness;
•Ethics and fairness;
•Growth and passion; and
•Collaboration and personal
relationships.
Artificial
Intelligence
RPA
Industry 4.0

6. THEN COVIDHAPPEN

7. DIFFERENT IMPACT & RESPONSES TO PANDEMIC
Company Action as Pandemic Response
•What happened (we’re still going through this stage
since the pandemic is ongoing)React
•Adjust policies, support home office, creating better
tools for resilience, family care, and supportRespond
•Whenever that may be, in whatever form it might
takeReturn
•Changes our companies will have to make to operate
in a cleaner, safer, more hygienic fashionTransform
Source: Josh Bersin, Oct 2020, The World Just Changed Overnight
4 phase of Pandemic Response

8. WHAT
WE
EXPECT
Source: McKinsey, Nov 2020, Covid-19 Implication for Business –Briefing Note #30
Company Expectation for global economic condition
in next 6 months

9. WHAT
WE
REALIZED
NOW

10. REMEMBER FUNDAMENTAL ROLE OF REWARD

11. ADAPT FROM CASCADING TO CO -CREATE HR SOLUTION
HR
Strategy
CoE
Design
BU
Implement
Platform
Measure
Compliance
Review
Problem
Identifi
cation
Cross
Functional
Team
Prototype
Test in
Field &
Iterate
Platform
Watch
Success
&
Iterate

12. LEVERAGE PLURALITY OF WORK OPTIONS
Traditional
worker
Outsourcing Contingent
Worker
Partnership /
Alliances
Talent
Platform
Volunteer Robotic Artificial
Intelligence
•understand the
many emerging
options for getting
work done, and
•identify the optimal
combinations of
human talent and
automation

13. REWARD STRATEGY –ISSUES FOR DISCUSSION
FOCUS TOWARDORGANIZATION RESILIENCE & TRANSFORMATION
Rethinking Amid
Uncertainty
•Considered Future
Organization
•Rethink established pay
practice
•Look beyond pay
•Expect continued
uncertainty
June 2020 -SHRM
Work from Anywhere
Work Life Integration
Family Parental
Support
New Ways of
Working Support
Rethink Performance
Metric
Essential worker vs
Non-Essential worker
Revisit Short Term
Incentive
Redefine Long Term
Incentive
Listening Strategy
Furloghvs Termination
Sharing Employee
across industry
Work Portability
across the company
Omnibus Law Impact
(specific Indonesia)
Revisit Underlying
Reward

14. FINAL TAKE AWAY
•Applying lessons learned from the crisis.
•Embrace new business models and ways of working
•Reevaluate Reward Strategy
•whole-person approach to employee well-being
(physical, mental, social, financial, and emotional aspects)
•develop ability to respond to changes rapidly in turbulent
times to create resilient organization

15. THANK YOU
[email protected]