A management consultancy focuses on the CULTURE, TALENT and CHANGE

A team of multilingual psychologists and management experts are dedicated to strive for excellence

and provide tailor-made service solutions

Intensive project experiences at the global, regional and national level with senior leaders

POSITION I INA Consultant

RESPONSIBILITIES:

Professionally handling consultancy & project management

‣ Managing client opportunities and maintaining excellent relationship with clients.
‣ Identify & convert client business goals & objectives into solutions.
‣ Delivery of consulting, training, and assessment in the areas of Culture, Talent and Change.
‣ Project management in consultancy and research.

WHAT WE ARE LOOKING FOR
‣ Minimum Bachelor degree from well known university (preferable in psychology) with min. 5 years of working experiences.
‣ Excellent knowledge and experiences in HR area, preferably as HR Supervisor / HR Generalist.
‣ Showing high professional skills, including project management, analytical skills, teamwork, communication, and independent working capability.
‣ Language proficiency in (both writing and oral) English and Bahasa.

POSITION II INA Project Coordinator & Associate Consultant

RESPONSIBILITIES:

Professionally handling consultancy & project management

‣ Provide excellent consulting services, ensuring client needs and issues are effectively addressed.
‣ Planning and executing excellent project management to ensure delivery on time.
‣ Maintaining excellent relationship and supporting in network development.

WHAT WE ARE LOOKING FOR
‣ Master in Psychology (M.Psi) from well known university with max. 3 years of working experiences.
‣ Knowledge and experiences in HR area is preferable.
‣ Showing high professional skills, including project management, analytical skills, teamwork, communication, and independent working capability.
‣ Language proficiency in (both writing and oral) English and Bahasa.

POSITION III INA Market Analyst Coordinator

RESPONSIBILITIES:

Professionally handling market analysis & project consultancy
‣ Conducting research using qualitative / quantitative techniques
‣ Collecting various informations that relates with the market and products, interpreting data, formulating reports and making recommendations based on the research findings
‣ Delivery of surveys, consulting, training, and assessment in the areas of Business Develeopment & Human Resources Consultancy.

WHAT WE ARE LOOKING FOR
‣ Minimum Bachelor degree from well known university (preferable in Management / Accounting / Engineering) with max. 2 years of working experiences.
‣ Showing high professional skills, including analytical skills, numerical ability, teamwork, communication, and independent working capability.
‣ Language proficiency in (both writing and oral) English and Bahasa.

POSITION IV INA Client Relationship Coordinator

RESPONSIBILITIES:

Developing and managing the overall customer experience

Business Development and Networking
‣ Identify, develop, and successfully manage client opportunities.
‣ Expanding business networks, managing excellent relationships with clients
‣ Managing social media and corporate marketing events, maintaining good relationship with media partners and vendors.

WHAT WE ARE LOOKING FOR
‣ University degree from a well known university.
‣ Demonstrate high professional skills, including excellent communication, interpersonal & presentation skills, high ability in building relationship & social networking, strong client service orientation, also a self starter & able to work independently.
‣ Language proficiency (both writing and oral) in English and Bahasa.

Nowadays, organizational transformation, one of the biggest leaps in companies, poses a question for companies to approach challenge appropriately, in order to maintain sustainable development. This acts as the opening topic of the 10th Global Indonesian Network. Held in Atma Jaya Catholic University of Indonesia, Semanggi Campus, this event attracted participants from various companies, media and academic. Among the participants were DHL Indonesia, Adaro, Panorama Group, Navigat Energy, Saratoga Investama, Orang Tua Group, MRA Group and so on. 

Based on the topic, Prof. Hora Tjitra started his presentation with the emphasis on sustainability. He mentioned that achieving continued profits and growth was much more difficult than having a single profitable year, and doing business in the right way depended on how to manage internal/ external change. Then Dr. Tjitra used the STARS(Start-up, Turnaround, Accelerated Growth, Realignment, and Sustaining Success) framework to analyze business strategies, helping leaders figure out how to tailor that to their strategies accordingly. After the analysis,  he presented the details of strategy framework for organizational transformation, consisting of organizational structure, process & system, people, culture, and information & communication. Last but not least, he shared his international consulting experience in dealing with organizational change. 

The next speaker, Mr. Y.W. Junardy emphasized that maintaining business sustainability had become the prevailing business trend. Economic growth, social equality and environmental management should be taken into serious consideration in order to maintain long-lasting advantage. However, paying attention to those issues required a shift in business mindset, as they did not correlated with profit directly.  Mr. Junardy then shared his view in how leaders can contribute within their sphere of influence. In short, he highlights the main point that everyone can make contributions, and even each small action counted.

The closing interactive discussion was well received by all the participants, with their active responses and learning reflections on the two speakers’ presentation and their insights.

In this era of globalization, change, whether in small or large scale, is unavoidable in any organization. Under that context, the ability to manage change has become one key success factor to enhance company’s ability to compete. Organizations today need to be proactive in anticipating external changes, to ensure that change emerges continuously and to manage change successfully. In the implementation phase, well-planned and systematic organizational change process depends largely on leaders.

The topics of leadership in organizational change are elaborated by the three authors of “Pemimpin dan Perubahan: Langgam Terobosan Profesional Bisnis Indonesia”, each standing with a rich background as professional and experienced practitioners in various institutions at home and abroad. The book highlights dynamics of change in business organizations and the role of leaders in managing change, with psychology perspective under the specific context of Indonesian society. The research data are derived from analysis with grounded theory from in-depth interviews (with 20 C-Level executives from national and multinational companies in Indonesia), which is also part of big scale research in six countries (joint-research by Tjitra Management Consulting, Atma Jaya Catholic University of Indonesian, and Columbia University). 

Core discussion of the book focuses on large-scale change management model developed by the authors. The model presents how change is managed in an Indonesian business organization from two components, namely, the dynamics of the process of change (Stages of Change) and the role of leadership change (Change Leadership). These two components cannot be separated and must be managed optimally to ensure that the change goes smoothly. Stages of Change elaborates the whole picture of change, and also challenges and strategies implemented during change process. Change Leadership describes business leaders’ approach or strategy in managing people as agents of change. This section includes the art of managing change, which plays a leading role in the process and is the key to successful leadership.

As leadership cannot be separated from leaders’ cultural background, Prof. Dr. Hora Tjitra and Dr. Hana Panggabean highlight the uniqueness of Indonesian leaders – by nature, they are relation-oriented and strong in interpersonal skills. In some ways, Indonesian leaders accentuate human aspect other than the strategic and grand plan of change in implementation. Emphases on human aspect as the key point of Indonesian leaders are also confirmed by the reviewers. Mr. Erwin Tenggono, CEO of Anugrah Argon Medica Dexa Group, adds two important points for becoming great leaders: continuing adaptation and openness to learn something new. Prof. Dr. Andreas Budiharjo, an expert in Human Resources Management, states that in leading change, “human approach is very important, otherwise employees will feel uncomfortable”. Teamwork and empowerment become key factors in all interviews. Ogi Prastomiyono, Bank Mandiri’ Compliance & Human Capital Director, shares his view about the large transformations in Mandiri. He speaks highly of the uniqueness of this book in Indonesia, and considers it a good reference. Mr. Junardy, Chairman of Rajawali Corpora, says that the authors’ efforts to do the mapping of Indonesian leaders are highly appreciated. This book provides deep insights about what the leaders have done and the consequent impacts for the change process per se. 

Tjitra Management Consulting and Atma Jaya Catholic University of Indonesia is proud to announce the launch of: 

“Pemimpin dan Perubahan: Langgam Terobosan Profesional Bisnis Indonesia”, 

A book by Prof. Dr. Hora Tjitra, Dr. Hana Panggabean and Dr. Juliana Murniati.

This book launch event will be held on:

         Saturday, 19th January 2013

         12.30 – 17.30

         Yustinus Building 15th floor

         Atmajaya Catholic University of Indonesia, Semanggi Campus

'Published by Elex Media Komputindo, “Pemimpin dan Perubahan” focuses on the role of leaders in managing change in business organizations in Indonesia from psychological point of view in the context of Indonesian culture. The distinctive features of this book lies in the change model that was developed based on interviews with 20 chief executives of national and multinational companies that have successfully led large-scale organizational changes.'

This program will be hosted by:

Desy Ratnasari, M.Psi., Psikolog

Andre Ata Ujan, Ph.D. - Dean of Faculty of Economics, Atma Jaya Catholic University of Indonesia

With book reviews by :

Ogi Prastomiyono - Compliance & Human Capital Director, Bank Mandiri.

Tigor M. Siahaan - Chief Country Officer, Citibank.

Prof. Dr. Andreas Budiharjo - Professor of Human Resource Management, Prasetiya Mulya Business School.

Erwin Tenggono - CEO, Anugrah Argon Medica (Dexa Group)

And honorary speech by:

Prof. Dr. Ir. M.M. Lanny Pandjaitan, M.T. - Rector, Atma Jaya Catholic University of Indonesia

Y.W. Junardy - Chairman, Rajawali Corpora

Prof. Bernadette N. Setiadi, Ph.D. - Professor of Cross Cultural Psychology, Atma Jaya Catholic University of Indonesia

For more information about this program, please see the invitation attached with this email. This invitation is limited to two people and is free of charge. In order to make sure the programs and discussion run well please make reservation in advance by email or phone to the contact person attached below, and will be replied by confirmation email.

RSVP:

Change is inevitable in any organization and it is in the central role of the leader of the organization. Dr. Hana Panggabean, Director of the School of Postgraduate Programs Atma Jaya Catholic University of Indonesia, discussed the leaders’ personal approach to effectively manage change, based on the results of interviews with 20 business leaders in Indonesia. She argued that leadership style was not free from the influence of culture. Indonesian culture places great emphasis on hierarchical level, the distance between the leaders and their subordinates is high. A good leader in Indonesia is one who has the “Bapakism” (fatherly) attributes and attitudes that show attention, care and consideration to his/her subordinates.

She continued further that, the process of change management started with a desire to learn new things from the leader. This is a challenge because people who are already successful in established positions usually tend to be reluctant to learn. The next step is how leaders communicate changes in a way that can be accepted by all employees. The leaders’ interpersonal skill is also important to deal with issues in organizational change. Leaders need to take the time to get to know their employees’ needs. The change leadership requires leaders to become role models, and mentors who provide support and recognition.

The study of Dr. Hana then was discussed further by Mr. Prodjo Sunarjanto CEO of PT Adi Sarana Armada Tbk. (ASSA Rent) by sharing his experience in having successfully brought the company to achieve IPO in 2 years. He started his early career at the bottom and experienced a lot of change management practices in several different companies. In general, as a line manager to be able to implement changes, the first step that needs to be done is to convince the top leaders and choose the team leader to motivate other employees. He gave some important insights on how to be effective change leaders: they must be firm and clear in providing direction and willing to share knowledge in order to create other leader. 

Discussion of the participants who are leaders of the company, operational managers, HR professionals, as well as the academic community also ran well. Issues that often arise is how to manage a family business professionally and how to manage resistance to change of senior employees in the organization.

Place and venue: Atma Jaya Catholic University of Indonesia Semanggi Campus, C Building, Room 801 – 802

Time: 8:00 a.m. – 12:00 a.m. , December 18, 2012 

Host: Tjitra & associates, Atma Jaya Catholic University of Indonesia, KONTAK – KMKI

Theme: Global Minds, Local Act: The Art of Change Leadership

Global Indonesian Network (GI-Net) Sharing Dialogue between academic and business practices will be held on December 18, 2012, at Atma Jaya Indonesian Catholic University.  

In this fast-moving world, change is inevitable for every organization. Therefore, change leadership is crucial for the leaders to determine success or failure in undergoing large scale change for their organization. Learning from research result from Indonesian’s top leaders’ experiences in leading change, this roundtable discussion will elaborate more on models of change management, change framework, as well as points of learn and personal experiences for the leaders in Indonesian context.

Salah satu peran utama praktisi HR dimasa depan menurut Dave Ulrich (1997) adalah menjadi business partner melalui pengembangan strategi HRM. Media teknologi menjadi alat yang dipilih HR untuk lebih berhasil dalam menjalankan perannya sebagai strategic partner di organisasi. Mengutip dari John Sullivan, Professor of Human Resources Management Program, San Fransisco yang mengatakan “What is the point

of HR people taking all day to do tasks that can be completed electronically in minutes? Time shifts are crucial in business today which requires live HR service 24 hours a day, year round. You have to do it fast.”

HR dituntut untuk dapat melakukan perubahan pada fungsinya, yang disebut Lyle Spencer dalam bukunya “Reengineering Human Resources” sebagai Total Reengineering. Kembali peran teknologi menjadi kunci utama keberhasilan proses reengineering fungsi HR.

Melihat perkembangan teknologi informasi yang terjadi beberapa tahun terakhir, tidak dapat dipungkiri bahwa saat ini social media sedang marak dan menjadi trend terutama di kalangan Gen Y. Beberapa situs jejaring sosial yang begitu akrab di telinga kita adalah Facebook, Twitter, Linkedin, Pinterest, Myspace, dan Path. Dilansir dari situs socialbakers.com, pengguna Facebook di Indonesia pada tahun 2012 telah mencapai angka 42.2 juta atau terbesar ke-4 di dunia. Sebuah situs tren sosial media, SalingSilang.com, mengestimasi pengguna social media di Indonesia bisa mencapai 100 juta pengguna pada tahun 2014.

Pengaruh social media bagi organisasi khususnya HR bagaikan dua sisi mata uang. Di mana satu sisi memiliki dampak positif dan sisi lain memiliki dampak negatif.

Sisi POSITIF dari social media adalah: 

1. REKRUTMEN. Pertumbuhan social media yang digunakan oleh organisasi

untuk perekrutan berkembang cukup signifikan dari tahun 2009-2011. Hasil

survey dari Social Recruiting Survey 2011 (Jobvite), perusahaan yang sudah melakukan rekrutmen melalui jejaring sosial pada tahun 2009 sebanya 68%, naik 73.3% di tahun 2010, dan meningkat pada tahun 2011 menjadi 80.2%. Kelebihan menggunakan jejaring

sosial dibandingkan cara konvensional dalam perekrutan karyawan adalah lebih cepat, biaya relative murah dan aksesnya yang luas. Melalui jejaring sosial baik kandidat maupun perusahaan dapat saling melihat dan menilai kecocokan melalui profil yang ditampilkan. LinkedIn adalah jejaring sosial yang paling banyak digunakan merekrut karyawan, di mana tahun 2010 adalah 78% dan tahun 2011 menjadi 87%. Fenomena social media terus berlanjut, dan kabar paling anyarnya adalah sebuah situs yang baru diluncurkan pada bulan Maret 2010 silam, tahun ini melejit dan menjadi buah bibir, yakni Pinterest yang disebutsebut sebagai “The Next Big Thing Site”.

2. DUTA PERUSAHAAN. Dengan 42,2

juta jumlah pengguna Facebook dan 19,5 juta jumlah pengguna Twitter, Indonesia merupakan negara dengan tingkat penggunaan social media yang besar di dunia. HR perlu melihat peluang ini sebagai kesempatan untuk mendekatkan organisasi dengan masyarakat dan pelanggan melalui karyawan. The closer you can bring your brand to your customers, the better it will be for both of you. Perusahaan swasta maupun BUMN mulai menyadari kedasyatan dari sosial media. Pada acara CEO Breakfast Meeting BUMN Marketeers Club, di Jakarta, pada 12 April 2012, direktur-direktur BUMN pun bersepakat untuk menggunakan social media sebagai strategi pemasaran.

3. SOSIALISASI. Perusahaan dapat menggunakan jejaring sosial sebagai sarana untuk mensosialisasikan informasi yang bersifat umum kepada karyawan dengan cepat, penghubung dan mendekatkan antar karyawan baik yang terpisah domisili kantornya maupun dalam lokasi yang sama.

4. MENGETAHUI KONDISI KARYAWAN Dan calon kaRyawan. Dengan banyaknya pengguna jejaring sosial yang menggunakan situs baik untuk menampilkan profil dirinya maupun untuk curhat, maka HR dapat memanfaatkan kesempatan ini untuk mempelajari profil calon karyawannya dan juga mengetahui kondisi karyawannya saat ini.

5. PEMBELAJARAN DAN PENGEMBANGAN. Social media bisa juga dimanfaatkan untuk menunjang program-program pembelajaran dan pengembangan kompetensi para karyawan dan manager.

Sisi NEGATIF dari social media adalah:

1. Waktu yang dihabiskan karyawan untuk berselancar di jejaring sosial semakin meningkat, yang pada akhirnya mempengaruhi produktifitas kerja karyawan yang menurun.

2. Karyawan yang tidak cukup bijak dapat ‘curcol’ di jejaring sosial mengenai

apapun yang terjadi pada dirinya dan organisasi, yang tentunya dapat mempengaruhi citra perusahaan di masyarakat.

3. Profil yang diposting karyawan di jejaring sosial dapat dijadikan sebagai personal branding karyawan sekaligus company branding. Company branding dalam konteks calon karyawan dapat melihat peluang atau jalur karir yang tersedia di perusahaan tersebut. Sayangnya, personal branding ini dapat dimanfaatkan bagi perusahaan.

4. Menurut Edward De Bono, limpahan informasi yang dimiliki social media, akan membuat orang malas berpikir dan berpotensi besar untuk menghentikan kreatifitas seseorang. Orang tidak perlu mencari data real dan cukup mengutip apa yang dikatakan oleh orang lain di Internet.

Cara HR menyikapi perkembangan social media:

1. Praktisi HR perlu menguasai keterampilan dan pengetahuan yang berhubungan dengan social media agar dapat memanfaatkannya dengan maksimal.

2. Kebijakan perusahaan yang jelas mengenai penggunaan jejaring sosial bagi karyawannya baik di saat jam kerja maupun saat di luar jam kerja. Kebijakan ini perlu disosialisasikan kepada seluruh karyawan baik disampaikan secara lisan, tertulis maupun melalui situs resmi perusahaan. Kegunaan dari kebijakan ini adalah karyawan mengetahui apa yang diperbolehkan maupun dilarang saat menggunakan jejaring sosial. Juga karyawan dapat diberdayakan untuk mengkomunikasikan pesan perusahaan secara efektif melalui update status di jejaring sosial.

3. Memberikan pendidikan dan pelatihan bagi karyawan mengenai tujuan social media, tanggung jawab karyawan terhadap apa yang mereka nyatakan, dampak dari personal branding, memanfaatkan social media dengan cara yang bijak dan menjaga kerahasiaan informasi perusahaan.

Dari informasi yang dipaparkan di atas, kini pilihan kembali kepada para praktisi HR apakah tetap bertahan dengan menjalankan praktek kerja konvensional atau menjawab tantangan untuk beradaptasi, belajar dan berubah.

*) Prof. Dr. Hora Tjitra, Executive Director, Tjitra & associates Consulting dan associate Professor for Applied Psychology at The Zhejiang University, China @htjitra

*) Yuvina Sari, Pengamat SDM

The world is fraught with multidimensional crises, such as, poverty, population, environmental crisis, violation against humanity, the misconduct of corruption and collusion in government and corporates. There is speculation that all these crises originated in the mental and moral issues. The studies of moral leadership have long been an interest of psychological researches  worldwide.  Various researches, combining the latest theories with the real-world application, have been conducted around the world. This seminar serves a tentative platform for  knowledge and experiences sharing on moral leadership issues from different cultures, ethics and countries. Audiences from various background and organizations take an active part. 

As one of the key speakers, Dr. Tjitra shared with the audience about Indonesian Business professional's unique breakthroughes, their leadership style integrated with populist principle in mind. He elaborated his findings from CEO's studies on leading large scale organization, that was held by Tjitra & associates, Columbia University (US), Atma Jaya University (Indonesia), also Zhejiang University (China). By penetrating into the change leadership of Indonesian TOP executives under that specific context, from strategic planning ("getting the buy-in from the top”, "strategic planning", "sustainable system") and change leadership ("one team, one voice", "merakyat", "leadership tools", "passionate learning"), various perspectives were analyzed to understand the current dilemmas and contradiction in dealing with large scale changes under Indonesian context. 

The growing demands in companies’ way to higher competitiveness and larger global market share, makes the presence of best talents, regardless of their backgrounds, very crucial. In line with the phenomenon, international assignments becomes an prominent, yet problematic topic in HR strategic function. 

Mr. Riyanto, elaborated Telkom’s experiences in dealing with the global talent market. As a public listing company in three stock markets (Jakarta, London, and New York), Telkom needs to prepare strategic responses to the rapidly changing technology and market, to grow in line with changes to customers and competitors. This  new technology era makes it necessary for Telkom to be competitive as a global players through international assignment. However, the company realizes that it is not easy to motivate employees to accept overseas assignments. A number of barriers occurred among are, such as, limitation in skills (e.g. foreign language proficiency), reluctance to leave the family and relatives, and reluctance out of the comfort zone. 

Prof. Dr.Tjitra reviewed the latest research results about international assignments, as well as best practices from global diversity and international leadership with MNC’s in Germany and China. He started his speech with the concepts and theories of globalization and internationalization, then described several strategies and internationalization process, as well as the strategic role of the international assignment for the development of talent within an organization. Prof. Dr. Tjitra also emphasized the importance of cross cultural adjustment for international assignees, as 16% to 40% of assignments end in failure (Black, 1988). Therefore, culture training for both assignees and their families is one option to develop intercultural competence and sensitivity to increase the possibilities of success. In the last part, he described how to design assessment and selection for the international assignee.

Following successful event in April which carries the same theme, this GI Network Dialogue intends to deepen research result in Indonesian context: Leading and Managing Large Scale Change, a joint study of Atma Jaya University (Indonesia), the Global Change Alliance (GCA), Zhejiang University (China) and the Program in Leadership and Organization, at Columbia University (USA). 

During the dialogue, Dr. Hora Tjitra, executive director of Tjitra & associates, mentioned, the priority for Indonesian leaders in managing change was to get the buy in from the top. Compared with Western leaders who tended to plan systematically first then changing accordingly, Indonesian leaders tended to plan while the change was happening and used more gut feeling, due to their difficulties in putting their ideas in what Westerners viewed as ‘strategic planning’. They imposed more emphasis on  how to lead the change, who were the responsible persons and whom to get the buy in from. One potential obstacles was  the declining confidence in leading changes. Unlike their Chinese counterparts who needed pervasive reasons and promising vision for performance as the prerequisite to change, when it came to change, Indonesians required the leaders to do social investment. Buy in from the top was one thing for Indonesian leaders, but they also needed acceptance from others. This was where social investment played its part. When the leaders had gained buy in from the top, and the bottom level feel engaged with the process, the change would run fast and smoothly. Usually, there were four phases of Change Process in Indonesian leaders: 1. one team, one voice – in delivering messages.; 2. passionate learning – having the right competence, adapt, and risk calculating; 3. 'Bergaul – putting social investment in front'; 4. right leadership tools – rewards & punishments to get the buy in and being consistent.

As one of the keynote speakers, Dr. Tjitra presented his research results about Indonesian leadership in comparison with China and Singapore’s,  and gave out several instrumental advices on how to deal with challenges on organizational and personal level based on his research and experience. 'Don't always follow the mainstream. Find our own strength and find a way to optimize it',  Dr. Tjitra shared about the tips to being a Global Indonesian.  

It was a feast for attendees to share their experiences and understanding in particular under the international/ cross-cultural setting. Discussions about how the main advantages of such international benefit their career advancement and how the barriers and challenges they encountered influenced local indonesians under the international environment, unfolded profoundly, insights and success factors were shared as well. 

Dr. Murniati moderated the event, by combining best practices from Unilever panelists and academic sharing from Dr. Tjitra and Dr. Panggabean. By comparing the differences of teamwork style between German and Indonesia, Dr. Panggabean pointed out that the former put the emphasis on individual contribution and cooperation, while the latter on overall harmony and interpersonal relationships. Most Indonesians are highly sensitive, and think by “rasa” for others. For the  global assignees, when they experiencing problems and dealing with high pressure, most are prone to turn to their old cultural habit.