7 February 2019
'Riding New Normal' is the term for 2019. Meaning that there are two new economies, the Digital Economy and the Leisure Economy that are starting to find a critical mass and produce a 'whole new world' with millions of new market and business opportunities.
The new normalcy is clearly showing its shape and every business must start installing its business instincts so that it can overtake other players in the middle of the new normalcy that will be generated. The latest strategies are needed and must be sharpened.
On the other hand, how the Human Resources (HR) or Human Capital prepare human resources (HR) to carry out these strategies, became the topic of discussion at the 3rd Cafe Leadership in the Cubic Leadership degree (7/2/2019) in Jakarta and was attended by more than 70 leaders and was done by national private companies or state companies.
In the first session, discussing the challenges discussed BPJS Employment which regulates Indonesian labor insurance. In accordance with the 2015 Central Statistics Agency survey, the age structure of productive age (15-64 years) totals 183.36 people out of the total 266.91 million population of Indonesia. The number is predicted to increase by 52 million in 26 years. A very large number and requires special attention. Furthermore, Indonesia's estimate will increase the demographic bonus in 2028-2031 which is marked by the lowest value, but on the other hand there is still something translated by the population of productive age to be able to work properly and prosperously.
"Laying the position of the BPJS which must provide the best social security for Indonesia, our company which has 5,000 human resources and is spread throughout Indonesia must transform employees, both mentality with high integrity and support for global people," said Naufal Mahfudz, Director General and HR BPJS Employment, having a career of more than 25 years in the field of Human Resources.
The strategy carried out by Naufal was to adopt a relaxed, but effective, leadership style. "Incidentally, the majority composition of the company is from Y generation, with 70% being millennials which are known to be more responsive to technology, more expressive and prefer everything to be done quickly. As many as 30% are baby boomers and X generation who have sufficient technical skills and are loyal to the company. "By increasing the number of discussions, holding frequent employee meetings, engaging directly in informal activities that involve employees, eventually merging differences, and even being able to synergize the strength of each gene," he explained.
Didik Susilo, President Director of PT Polytama Propindo, which is engaged in the petrochemical industry and has become one of the best Indonesian companies that has the world's best Polypropylene technology stated "The changing dynamics of VUCA does not really affect our company. However, we have started to create a team using digital technology, one of which is by inviting companies to start doing digital activities."
Didik also added, in 2013-2015, Polytama's business stopped, but no one was laid off. The company also did not recruit employees for several years, so there was a gap at a certain level. "At the moment the composition of employees is happening, there are baby boomers and gen X who are technically skilled, and the millennial generation who works more responsively and quickly adjust to change. In addition, the issue of retaining employees from the temptation of moving to a similar company is also a concern given that very few people have technical specifications in the petrochemical field, "he said.
"How I retain Polytama employees and manage relationships in the field, is our focus in order to make Polytama a leader in the Polypropylene industry in Indonesia," Didik urged. As per the milestone owned, Didik had prepared HR far in advance. In 2017 Focus Polytama prepares the future with a breakthrough strategy, in 2018 preparing the system and maintaining conditions, and in 2019 achieving growth through improving employee performance.
What are the key strategies in developing human resources in the VUCA era that have gradually become the new norm? Is Dr. Amir Zuhdi, Brain Behavior Expert said that by activating in several parts of the brain by means of F3C, namely Focusing on determining vision and priorities; Flexible, easy to use, easy to move; Quick, in making systems or rules that are easy to run