Industry Insider
Comprehensive A ributes for HR Professionals of Industry 4.0
Prospects of Growth
Leadership Approaches for HR Leaders in the Digital Era
Impressive
Making Waves intheIndustry 2023
TündeTóth
GoupHRDirector METGroup
Tünde Tóth
Achieving HR Synergy by Thinking of People and Business
HRleadersshape culture, and culture shapesthe company
AnEpitomeof Incredible Characteristics
ThefieldofHumanResources(HR)hasevolved
significantlyovertheyears,andwiththatevolution, theroleofHRleadershasbecomeincreasingly criticaltoorganizationalsuccess.InfluentialHRleadersare strategicthinkerswhocanalignHRinitiativeswiththe overallbusinessstrategy.Theyunderstandthebigpicture andcanidentifywaystoleverageHRtodrivebusiness outcomes.
EffectivecommunicationisacriticalskillforHRleaders. Theymustbeabletocommunicatewithalllevelsofthe organization,includingseniorleaders,managers,and employees.ThemostinfluentialHRleadersareadaptable andcanquicklyrespondtochangesinthebusiness environment.Theyareflexibleintheirapproachandare willingtoadjusttheirstrategiesasneeded.Datais becomingincreasinglyimportantinHR,andinfluentialHR leadersunderstandthevalueofdata-drivendecisionmaking.
Theyusedatatoinformtheirstrategiesandinitiativesand caneffectivelycommunicatetheinsightsderivedfromdata tostakeholders.HRleadersmustbecollaborativeandable toworkacrossdifferentdepartmentsandteams.Theymust beabletobuildrelationshipsandpartnershipstodriveHR
initiatives.InfluentialHRleadersareinnovativeand continuouslyseekoutnewwaystoimproveHRprocesses andpractices.Theyarenotafraidtotakerisksand experimentwithnewideas.
Finally,themostinfluentialHRleadersareempatheticand canconnectwithemployeesonapersonallevel.They understandtheimportanceofemployeewell-beingandare committedtocreatingapositiveworkplaceculture.
Moreover,themostinfluentialHRleaderspossessaunique combinationofstrategicthinking,strongcommunication skills,adaptability,data-drivendecision-making, collaboration,innovation,andempathy.Thesequalities enablethemtobeeffectiveintheirrolesanddrivebusiness outcomes.
MappingthejourneyofsuchexemplaryleadersintheHR nicheofthedynamicbusinessarena,InsightsSuccess spotlights“Most Impressive HR Leaders, Making Waves in the Industry, 2023.”
Flip through the pages and indulge in the novelties that these adept leaders are empowering in the dynamic business arena.
Tünde Tóth
Achieving HR Synergy by Thinking of People and Business
24
Dan Chappell A Beacon for Authenticity in Banking
Irvandi Ferizal Merging Mindscape and Marketplace Mastery
16
A R T I C L E S
Comprehensive A ributesfor HR Professionals of Industry 4.0
Prospects of Growth
28 Industry Insider
Leadership Approaches for HR
Leaders in the Digital Era
20
Deputy
Abhishek Joshi
Sihanee M., Rouniyar A.
Editor-in-Chief
Jacob Smile
Prachi Mokashi
SME-SMO Executive
Ankita Pandharpure
Peterson B.
Sales Executives
David, Gaurav
Business
Steve, Ajit
Dominique T.
Sagar Lahigade Frank Adams
Circulation Manager
Robert Brown Stella
FeaturedPerson
BrandySislow SeniorHumanResources Executive
CissyPau PrincipalConsultant
CraigHaydamack
SeniorVicePresident, CHRO
DanChappell
ChiefHumanResources Officer
DeannaAment
GroupHRLeader, HRDirector
EricTorigian ManagingDirector
IrvandiFerizal HumanCapital Director
TerriGonzale CHRO
TimothyTrodden ChiefHumanResources
Officer
TündeTóth
GroupHRDirector
CompanyName
KendraScott kendrascott.com
ClearHRConsulting clearhrconsulting.com
Milliken&Company milliken.com
SeacoastBank seacoastbank.com
Pentair pentair.com
CHROSolutions chrosolutions-us.com
MaybankIndonesia maybank.co.in
Brief
Brandydeliversexceptionalresultsthroughbroad-basedhuman resourcesexpertise,businessoperationsproficiency,strategic planning,leadershipofstrategicchangeinitiativesandtalent management.
Cissyspecializesintranslatingindustrybestpracticesinto customizedHRsolutionssuitabletoeachclient'sunique situation.
UnderCraig'sleadership,millikenhasbeeninnovatingwiththe purposetoexplore,discoverandcreatewaystoenhance people’slives.
DanisaseasonedHRprofessionalwiththeabilitytomanage multipleanddiverseinititativesatahighlevel.
Deannahastheprovenabilitytothinkstrategicallyand translateconceptsintoactionableitems,influencedecisionmaking,andcollaborativelydevelopcrediblerelationshipsat alllevelsoftheorganization.
EricprovidesfractionalHRsupportandstrategicHR leadershiptoorganizationsthatwanttodrivetheirbottomline andachieveexceptionalresults.
Irvandistandsasatestamenttothepoweroffusingscholarly wisdomwithpragmaticleadership.
Drivenbyhisfive-pointcustomerpledgeTerriaimstobe trustedadviser,weprovideinnovativetechnology,quality services,andstrategicpartnershipsthathelppracticesgrow profitably GreenwayHealth greenwayhealth.com
BetterHealthGroup betterhealthgroup.com
METGroup group.met.com
TimothyisaseniorexecutiveandtrustedadvisortoC-suite teamswith25+yearsdrivingbusinesstransformationthrough thefollowingenterprisehumanresources
Withacomprehensiveportfolioofresponsibilitiesanda strategicmindset,Tündeplaysapivotalroleinshapingand implementingtheHRstrategyatMETGroup,drivingthe organization'soverallperformanceandfosteringacultureof excellence.
MET Groupʼs mission is to become a leading market player by implementing innovation in the energy markets. Fostering a culture of innovation is part of our DNA.
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TündeTóth
HRDirector
METGroup
Companies strive to achieve sustainable growth and success in increasing competition from both domestic and international rivals. In order to stay ahead of the curve, businesses need to be able to adapt to change quickly and effectively. This is where Human Resources (HR) plays a critical role. HR is responsible for harnessing the power of its human resources to create a workforce that is a valuable asset and a key driver of success.
At the forefront of this endeavor is Tünde Tóth, an accomplished HR leader serving as the Group HR Director at MET Group, a prominent player in the Energy industry. With a comprehensive portfolio of responsibilities and a strategic mindset, Tünde plays a pivotal role in shaping and implementing the HR strategy at MET Group, driving the organization's overall performance and fostering a culture of excellence.
Tünde's expertise extends beyond traditional HR functions, as she actively supports MET Group's Mergers and Acquisitions (M&A) activities. This includes conducting HR due diligence, evaluating the people aspects of potential mergers and acquisitions, and facilitating seamless post-merger integration. By effectively managing the human element during these crucial business transitions, Tünde Tóth plays a key role in ensuring the success and harmonious integration of acquired entities within the MET Group.
We at Insight Success interviewed Tünde on bringing tangible value to MET Group, fostering a culture of excellence, growth and innovation.
Let's delve into the insights of the interview!
Brief our audience about your journey as an academic leader until your current position at your company. What challenges have you had to overcome to reach where you are today?
I studied at the Corvinus University of Budapest, the leading economic university in Hungary. I chose management and organization as a major and parallel to my main studies I completed a second degree, the CEMS Master's in international management. CEMS is a Global Alliance of leading business schools, multinational companies and NGOs and part of the studies include a mandatory internship abroad. I spent my exchange semester in Germany at the University of
Cologne and stayed there to do the internship. Henkel hired me to their global learning and development department and that is where my HR journey started.
Following my university graduation, I joined British American Tobacco (BAT) as an HR management trainee and had several rotations within the different sub-areas of HR. It was an up-or-out programme with performance assessments every 6 months, so I had to perform constantly at my very best to be able to progress further.
After I completed the programme, I received my first HR Business Partner role and was supporting the direct sales organization of the Hungarian subsidiary. I was in my mid-twenties and became suddenly part of a senior sales leadership team with an average work experience of 20+ years. I had to improve my business understanding and to do that I went on field visits with sales representatives.
After spending 6 years at BAT Hungary, my first international assignment came in 2012 when I received a short-term assignment opportunity to BAT`s HQ in London and worked as Interim Global Marketing Talent Manager. It was truly fascinating working together with so many different nationalities and managing 200 countries from a group headquarters perspective.
From London, I relocated to Serbia where I was promoted to my first Head of HR role. A year later, in 2014, I received an assignment to Switzerland where I became the Head of HR of BAT`s Global Travel Retail business. This business unit was managing the dutyfree business worldwide for 120 countries with an international HQ organization in Zug.
After more than a decade spent with BAT, in 2017 I joined the integrated energy company MET Group in Switzerland as Group HR Director. The company operates in 14 European countries, had a consolidated revenue of 41.5bn EUR in 2022 and comprises an international workforce of 850+ employees from 50 nationalities.
In my current role, I am responsible for the entire spectrum of HR activities for the whole Group including performance and career management, annual bonus cycle, employee share programme, talent development programme, recruitment and many other activities. I also support the growth of the company by
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Young talents receive special attention at MET, we are targeting to recruit high-potential fresh grads who can quickly make a difference and drive our growth story further.
participating in M&A activities and supporting new market entries. In April this year, we announced the opening of our Singaporean office with which we became a global player in the energy sector.
On the personal side, I am a mom of two lovely sons who bring me a lot of joy every day. Sometimes it is difficult to juggle between work and family-related duties, but a supportive environment both at home and at work and a well-organized schedule can make it work.
Enlighten us on how you have been impacting the dynamic industry through your expertise in the market.
In 2018, we went through a management buyout process and we turned to a private equity company where the management became the majority owner. At that time, my key task was to create an employee share programme, which brings our highest-performing employees into the ownership structure of MET Group.
This is quite a unique incentive programme which is beloved by our participants as they can not only benefit directly from the growth of the Group but have access
In our commodity trading business, AI solutions are continuously developed for market forecasting, risk and position management. “ “ “ “
to more in-depth business information and can actively shape the company`s future. This creates a fully aligned interest among our shareholders, a longer-term commitment and fosters teamwork through which we reach better results.
A further peculiarity of the share programme is that participation is not decided based on someone`s seniority within the organization but based on real long-term performance. Our young talents are welcomed as well as shareholders if they deliver significant benefits for the Group.
Describe in detail the values and culture that drives your organization.
MET Group's mission is to become a leading market player by implementing innovation in the energy markets. Fostering a culture of innovation is part of our DNA. The beauty is that once you brought a new idea that is accepted by the decision-makers, then you are expected to execute it. We are an agile organization that can act and react quickly to market opportunities and changes.
This competitive advantage proved to be extremely useful during the recent crises such as the Covid pandemic and the energy crisis where we reacted fast and smart to changing market conditions and as a result, we came out of it stronger than ever. We foster and reward high performance, results that matter at the end of the day.
The business success of the Group is largely driven by having a talented and highly motivated workforce in place. Young talents receive special attention at MET, we are targeting to recruit high-potential fresh grads who can quickly make a difference and drive our growth story further.
Undeniably, technology is playing a significant role in almost every sector. How are you advancing towards technological innovations to make your solutions resourceful?
We are going through a digital transformation and as part of it, AI is playing a key role in all areas where we operate. In our commodity trading business, AI solutions are continuously developed for market forecasting, risk and position management. Our sales division is digitalizing its activities due to increased
customer demand and new business opportunities. In our renewables business predictive algorithms are using our sensors to forecast possible outages and AI is supporting our decisions on where to build our next wind farm or solar park.
Equally, in HR our systems are ongoingly developed. Our selection process is automatized through our recruitment system, which is fully integrated with LinkedIn, Google Maps, Outlook, Microsoft Teams and WhatsApp, allowing a user-friendly experience for our recruiters and an easy-to-apply and pleasant experience for our candidates.
What, according to you, could be the next significant change in your sector? How is your company preparing to be a part of that change?
Significant change is happening now by drastically changing gas supply routes, volatile market prices and accelerated green energy transition. The importance of LNG (liquified natural gas) is growing and geographically becoming more and more diverse. We already had an LNG desk before the energy crisis started and were standing on more legs by having a trading floor, wholesale and retail sales operation in several countries, energy assets (power plants, gas storages) that we own and renewables investments.
This multi-leg strategy well-positions us to current and future market trends. We can adapt fast, grab new opportunities, utilize synergies, re-allocate resources and focus where it can have the biggest impact.
Where do you envision yourself to be in the long run and what are your future goals for the organization?
The current business still offers a lot of opportunities to grow both professionally and personally. Every day we work on improving our employment practices with the HR team. The key focus will be in the future to widen our development portfolio, increasing the ratio of women in senior management roles and getting into the top employers of the continent.
What would be your advice to budding entrepreneurs who aspire to venture into the dynamic industry?
Changes in the energy industry accelerated over the past one and a half years. Have a clear strategy and goal in place that you would like to achieve and, at the same
We foster and reward high performance, results that matter at the end of the day.
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time, be prepared for changes and react fast. Make sure you have enough capital as investments are capitalheavy in this business. Surround yourself with the smartest minds you can have. Work hard and execute quickly. Wish you good luck!
Dan Chappell
A Beacon for Authenticity in Banking
DanChappell,theChiefHumanResources OfficeratSeacoastBank,hashadadistinguished careerinHumanResources.Hebeganasan OrganizerandBusinessAgentfortheUnitedFoodand CommercialWorkersUnion(UFCW).Helatertransitioned intocorporateroleswithcompaniesincludingAmerican Cyanamid,Honeywell,andAvaya.
Dan'sjourneyinthecorporateworldwasmarkedbya personalrealizationrelatedtohissexualidentity.Itwasn't untilheembracedhisauthenticselfasa"fullyoutinthe workplace"executivethathetrulyunlockedhispotential. HistenureatBankofAmericaallowedhimtoexcelin HumanResourcesandparticipateinhigh-profileDiversity, Equity,andInclusion(DEI)initiatives.
Forthepastnineyears,DanhasservedastheCHROat SeacoastBank.Duringhistime,hehasachieved remarkableresults,including:
Ÿ CreatingSeacoastBank'sAcquisitionCultural Playbook,facilitatingtheintegrationof17organizations intoSeacoast.
Ÿ BuildingahighlyrespectedHumanResources Organizationthathasearnednumerousawards,suchas BestPlacestoWorkDesignations,GreatPlacetoWork Certification,HRCBestPlacestoWorkforLGBTQ Equality,AmericanBankerBestBankstoWorkFor Award,andQuantumWorkplace'sGoldStandardof EngagingExperience.
Ÿ EstablishingacomprehensiveDiversityandInclusion Program,featuringadiverseinternshipprogramand fiveactiveAssociateResourceGroups,contributingto world-classdiversityandinclusionengagement outcomes.
Ÿ ManagingSeacoastBank'sgrowthfrom$4billionto over$15billioninassets,accompaniedbyaworkforce expansionfrom400associatestomorethan1,600 associates.
Dan'simpactfulleadershiphastransformedSeacoastBank, makingitabeaconofexcellenceinthebankingindustry, particularlywithculturalintegrationduringmergersand acquisitions.
FromUnionOrganizertoChiefHumanResources
Officer
Danbeganhiscareerin1985aftergraduatingwitha bachelor'sdegree.HestartedbyworkingfortheUnited FoodandCommercialWorkersUnion(UFCW)asan OrganizerandBusinessAgent.Hisearlycareerexperiences fueledhispassionforhelpingothersunderstandtheirvalue andplacewithinthebusinessworldandrealizetheir professionalandpersonalpotential.Workingina progressiveunionlikeUFCWprovidedvaluableinsights intothedynamicsbetweenworkersandmanagers.
AfterhistimeatUFCW,Dantransitionedintothecorporate world,drawingonhisuniquebackgroundinLabor RelationsandOrganizationalBehavior.Hetookonvarious leadershiprolesinHumanResourceswithinmanufacturing, researchanddevelopment,andsalessectorsatcompanies suchasAmericanCyanamid,Honeywell,andAvaya. However,hefacedpersonalchallengesrelatedtoselfacceptance,particularlyregardinghissexualidentity.This innerconflictattimeslimitedhisfullengagementand growthinhiscareer
ApivotalmomentarrivedwhenDan,whileexploring consultingandteachingopportunities,madeapersonal commitmenttohimselftoonlyjoinorganizationswherehe couldbecompletelyauthentic.ThisdecisionledDaninto thefinancialservicessector,wherehefoundabreakthrough inhispersonalandprofessionalperformancebyservingas an"outintheworkplace"executive.Thisexperienceled himtoexcelinhumanresourcesforoveradecade, participatinginvarioushigh-profileDiversity,Equity,and Inclusion(DEI)initiativesandholdingseveralprominent
Dan's vision for Seacoast Bank is to build upon its reputation as an employer of choice and continue expanding its presence as an aggregator of financial institutions in Florida.
Seacoast Bank
HRroles.Furthermore,hisinvolvementinlarge-scale M&Aintegrationshonedhisexpertiseineffectively integratingorganizationalculturesduringsuchtransitions.
In2014,DanwaspresentedwithanopportunitytoreenergizetheHumanResourcesfunctionatSeacoastBank. Sincethen,hehasheldthepositionofChiefHuman ResourcesOfficer(CHRO)atSeacoastBank,wherehe continuestomakeasignificantimpacttothesuccessofthe organization.
Customer-CentricCultureandCommitmentto TechnologicalInnovation
DanemphasizesthatSeacoastBank'scultureisits differentiatorinthemarkets,defininghowtheysupport customersandcollaborateinternally.Fornearlyacentury, theirdedicationhasbeentohelppeopleimprovetheirlives andbuildbettercommunities.SeacoastBankaimsto provideexceptionalexperiencesthatenhanceandprotect thefinancialwell-beingoftheircustomers,businesses,and communities.Theyhaveencapsulatedtheircorebeliefsin FourPromisestotheircustomers:
Ÿ Getcustomerscomfortablewiththerightproductsand therightteamtoservethem.
Ÿ Makeday-to-daybankingsimple.
Ÿ Resolveout-of-the-ordinaryitemsresponsively
Ÿ Investincustomersandtheircommunities.
SeacoastBank'svaluesinclude:
Ÿ Senseofbelonging:Inclusivity,respectforvaluesand opinions.
Ÿ Transparency:Respectfulandhonestcommunication.
Ÿ Purposefulevolution:Continuousimprovementthrough flexibilityandagility
Ÿ Opentochange:Embracingchangeforpositiveimpact.
Ÿ Empowered:Enablingassociatestomakethebest decisionsforclientsandthebank.
Regardingtechnologicalinnovation,SeacoastBankstrives toprovidesimpler,smarter,andsafersolutionsfor customersandclients.Asbankingbecomesmore commoditized,SeacoastBanksetsitselfapartfromothers byprioritizingexcellentcustomerservice.Theyseek technologytoenhanceeverytransactionandprovidedigital solutionsfortheirassociates,maximizingtheirexperience withlearning,performancemanagement,onboarding, developmentplanning,andprovidingfeedbackthrough regularsurveys.
InsightsonRight-SizingBalanceSheets
Danbelievesthatintoday'suncertaineconomicand financialserviceslandscape,itiscrucialforbankstofocus onright-sizingtheirbalancesheetsforlong-termsurvival. Strikingtherightbalancebetweenpersonalhumancontact androbust,securetechnologywillalsobeakeytosuccess.
VisionforSeacoastBank
Dan'svisionforSeacoastBankistobuilduponits reputationasanemployerofchoiceandcontinueexpanding itspresenceasanaggregatoroffinancialinstitutionsin Florida.Thegoalistobecome"Florida'sBankofchoice".
KeytoExceptionalCustomerExperiences
Dan'sadvicetoaspiringentrepreneursemphasizesthe importanceofengagedassociatesindeliveringexceptional customerexperiences.Heencouragesthemtoprioritizethe momentsthatmatterfortheiremployees,knowingthat engagedandsatisfiedassociateswillnaturallyexcelin creatingmomentsthatmatterforcustomers.Thispeoplecentricapproachcanbeakeydriverofsuccessinany dynamicindustry.
Intoday'srapidlyevolvingbusinesslandscape,building adiverseandinclusiveworkforcehasbecomemore criticalthanever.Embracingdiversityandinclusivity goesbeyondmerecompliancewithregulations;itisan essentialaspectofcreatingathrivingandsuccessful organization.Adiverseandinclusiveworkplacefosters innovation,encouragescreativity,andultimatelyleadsto improvedperformanceandgrowth.
Thisarticledelvesintotheimportanceofdiversityand inclusion,strategiestocultivateadiverseworkforce,and thebenefitsitbringstoorganizations.
ThePowerofDiversityandInclusion
Diversityencompassesvariousdimensions,suchasage, gender,race,ethnicity,sexualorientation,religion,physical abilities,andmore.Inclusion,ontheotherhand,refersto creatinganenvironmentwhereeveryindividualfeels welcomed,valued,andabletocontributefully Whenthese twoelementscometogether,theyformthefoundationofa thrivingorganization.
InnovationandCreativity:Adiverseworkforcebrings togetherindividualswithuniqueperspectivesand experiences.Whenpeoplefromdifferentbackgrounds collaborate,theygenerateabroaderrangeofideasand innovativesolutionstocomplexproblems.
TalentAcquisitionandRetention:Buildingareputationfor diversityandinclusionattractstoptalentfromvarious backgrounds.Whenemployeesfeeltheirvoicesareheard andtheircontributionsarevalued,theyaremorelikelyto staywiththecompanyforthelongterm.
EnhancedDecision-Making:Diverseteamsbringavariety ofviewpointstothetable,leadingtowell-roundedand informeddecision-makingprocesses.Thisminimizesthe riskofgroupthinkandensuresabroaderunderstandingof themarketandcustomerneeds.
MarketCompetitiveness:Intoday'sglobalizedworld, organizationsmustunderstandandcatertodiverse customerbases.Adiverseworkforcehelpscompanies connectwiththeircustomersbetter,gainingacompetitive edgeinthemarket.
StrategiestoCultivateaDiverseandInclusive Workforce
LeadershipCommitment:Acommitmenttodiversityand
inclusionmuststartatthetop.Leadersshouldarticulatethe importanceofthesevaluesandintegratethemintothe company'smissionandvision.
DiverseRecruitment:Activelyseekdiversetalentby reachingouttoawiderangeofcandidatesthroughdifferent channels.Reviewthelanguageandtoneofjobdescriptions toensuretheyareinclusiveandwelcoming.
EliminateBias:Implementblindrecruitmentpracticesto removeunconsciousbiasfromtheselectionprocess. Traininghiringmanagerstoidentifyandavoidbiasisalso crucialincreatinganinclusivehiringprocess.
EmployeeResourceGroups(ERGs):EstablishERGsthat bringtogetheremployeeswithcommonbackgroundsor interests.ERGsprovideaplatformfornetworking,support, andadvocatingfortheneedsofunderrepresentedgroups.
InclusiveWorkplacePolicies:Reviewcompanypolicies andprocedurestoensuretheyareinclusiveand accommodatetheneedsofallemployees.Offerflexible workarrangementsandaccommodationsforindividuals withdisabilities.
TrainingandDevelopment:Provideregulardiversityand inclusiontrainingforallemployeestofosterawareness, empathy,andunderstanding.Trainingshouldfocuson promotingacultureofrespectandappreciationfor differences.
CelebrateDiversity:Celebrateculturalandreligiousevents withintheworkplacetopromoteasenseofbelonging amongemployees.
BenefitsofaDiverseandInclusiveWorkforce
ImprovedEmployeePerformance:Employeesaremore engagedandproductivewhentheyfeelincludedand appreciatedfortheiruniquecontributions.
AttractingaBroaderCustomerBase:Diverseteams understandtheneedsofdiversecustomersegments,leading tobettercustomerrelationsandmarketgrowth.
EnhancedReputation:Companieswithastrong commitmenttodiversityandinclusionearnapositive reputation,whichfurtherattractstoptalentandcustomers.
AgilityandAdaptability:Diverseorganizationsarebetter equippedtoadapttochangeandthriveindynamic environments.
CreatinganInclusiveCulture
CommunicationandFeedback:Encourageopen communicationandfeedbackwithintheorganization. Createsafespacesforemployeestoexpresstheirconcerns andprovidesuggestionsforimprovingdiversityand inclusionefforts.
InclusiveLeadership:Trainmanagersandleaderstolead inclusively.Inclusiveleadersactivelyseekinputfromall teammembers,valuediverseperspectives,andensurethat everyonehasanequalopportunitytocontribute.
MentorshipandSponsorship:Establishformalmentorship andsponsorshipprogramstosupportthegrowthand developmentofunderrepresentedemployees.Mentorscan provideguidance,whilesponsorsadvocatefortheir mentees'advancementwithintheorganization.
InclusiveLanguageandSymbols:Bemindfulofthe languageusedincompanymaterialsandpresentationsto avoidinadvertentlyexcludinganygroup.Additionally, assesstheuseofsymbolsorpracticesthatmightbe consideredinsensitiveorexclusive.
DiversityMetricsandReporting:Implementmetricsto tracktheprogressofdiversityandinclusioninitiatives. Regularlyreportonthesemetricstoholdtheorganization accountableandidentifyareasforimprovement.
AddressingUnconsciousBias
UnconsciousBiasTraining:Conducttrainingsessionsto raiseawarenessofunconsciousbiasesandtheirpotential impactondecision-makingandworkplacedynamics.
BiasInterrupters:Developstrategiesandtools,suchasbias interruptersinhiringandperformanceevaluations,to mitigatetheinfluenceofbiasesonkeyprocesses.
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The future goals of organiza ons-we are a value-driven pla orm, powered by a bionic workforce that humanizes financial services.”
Merging Mindscape and Marketplace Mastery
TIrvandiFerizal
IrvandiFerizal
helandscapeofbusinessisever-evolving,where academiaandindustryinterweavetoshapemodern leadership,IrvandiFerizalisanemerging distinctivefigure.Picturethis:acorporaterealmpulsating withthedynamismofchange,wherethefusionof knowledgeandpracticalprowessbecomesthetrueelixirof success.
Here,thespotlightfallsonIrvandiavisionarywhose journeyhastranscendedtheconventionalboundariesof academiaandventuredintotherealmofhands-on leadership.
AstheHumanCapitalDirectoratMaybankIndonesia, Irvandiisspearheadingthechargetowardafutureonthe pathtoexcellence.Irvandistandsasatestamenttothe poweroffusingscholarlywisdomwithpragmatic leadership.Inthelabyrinthinecorridorsofindustry,where challengesmorphintoopportunities,hehascarveda remarkablepath.
It is this very journey, from academia's ivory towers to the helm of a prominent corporate entity, that we now uncover, shedding light on the unique approach and insights that define Irvandi's role at Maybank Indonesia and furthermore!
FromClassroomtoBoardroom
HailingfromthemodesttownofPekanbaru,nestledfar awayfromthebustlingheartofIndonesia'scapital,Jakarta, Irvandi'sjourneyhasbeennothingshortofremarkable. Withadistinguishedacademicrecord,hegraduatedcumlaudeasanIndustrial&Organizationalpsychologist.But hisstorygoesbeyondtheclassroom,spanningoverthree decadesacrossfivediverseindustries–Pharma,Logistics, Telecommunication,FMCG,andFinancialServices.
Since2016,Irvandihasheldtheesteemedpositionof HumanCapitalDirectoratBankMaybankIndonesia,an institutionthatboastsanextensiveworkforceof11
thousandemployeesstrewnacrossthearchipelago.His ascenttothisrolemightappearseamless,yetthetruth unveilsataleintertwinedwithmergersandcorporate transformationsthatdemandaprofoundgraspofchange management.
AsIrvandireachedhisearlythirties,hefoundhimselfatthe helmofintricatecorporatemergers.Thefirstwasmanaging TNTExpressandTNTLogistics,achallengehemetheadon.Subsequently,thefusionofNokia'sFinnishethoswith Siemens'Germanheritagetestedhisexpertiseinachieving seamlessintegration.TheMotorolamergerfurtherenriched hisrepertoire.AtKraftFoods,heorchestratedtheunion betweenKraftFoodsandCadbury,culminatinginthe rebrandedidentityofMondelezIndonesia.
However,Irvandi'smostrecentendeavorisembarkingona transformativejourneyasBankInternationalIndonesia underwentarebranding,evolvingintoBankMaybank Indonesiawithinamerethreemonthsofhistenure.
Steppingintothebankingrealm,Irvandiembarkedonan intensiveprocessoflearning,adaptingandreshapinghis mindsettothrivewithintheregulatedindustry.Beforehis forayintothebankingsector,Irvandi'sroleasHRLeadfor SouthEastAsia–IntegratedSupplyChainatMondelez providedhimwithauniquecross-culturalperspective. Overseeingteamsdispersedacrossfivedifferentcountries, eachwithitsdistinctcultureandtimezone;heightenedhis sensitivitytothenuancesofdiversebackgrounds.
Reflectinguponhisextraordinaryjourney,Irvandi acknowledgestheblessingsbestoweduponhimbythe arrayofindustriesandchallengeshehasembraced.His expertisehasgarneredrecognitiononbothnationaland regionalfrontswithintheHumanResourcescommunity. Asought-afterspeakerandlecturer,Irvandi'sexperiences haveenrichedhisworldview,enablinghimtoperceive situationsfrommyriadangles.
IlluminatingthePath
Inhisprofessionaljourney,Irvandifirmlyembracesthe beliefthatwholehearteddedicationyieldsimpactful outcomes.Heoperateswiththemindsetofapilotrather thanamerepassenger,aprinciplethathasguidedhim throughouthiscareer.It'sthisverycommitmentthatdraws companiestohim,seekinghisactivecontributionstotheir endeavors.
ForIrvandi,therealmofHRtranscendsitsconventional boundaries;it'snotjustaboutHR,butaboutthe organizationanditsbusiness.Herecognizesthesymbiotic relationshipbetweenHRandbusiness,ensuringthathis actionsalignwithimpactingthelatterpositively This approachrejectsevent-basedthinkinginfavorofastrategic outlook,alwaysmindfulofthepracticalgroundrealities.
Despitehisstrategicfocus,Irvandiremainsgroundedbythe understandingthatsuccessliesincomprehendingthe grassroots.Asabanker,hefrequentlyconductsbranch visits,fosteringmotivationandengagementamonghisteam members.Hetakestheresponsibilityofensuringeffective communicationofheadofficemessagesandpoliciestohis branchteams.
Irvandinavigatesthedelicatebalancebetweenthinking insideoutandoutsidein.Whilehecraftsinitiativestomake amarketandcustomerimpact,heremainsopen-minded andbenchmarksagainstothercompanies.Tofacilitatethis, hecultivatesarobustnetworkwithinthebusiness ecosystem,fosteringcollaboration,sharedlearningand insightfulexchange.Hisleadershipandnetwork-building journeyincludedchairingtheIndonesiaHRAssociation (PMSM)from2013to2016andtheIndonesiaHRBanking Forumfrom2019to2022.Thisrolenotonlyenhancedhis leadershipacumenbutalsoempoweredhimtoinfluence regulatorydecisionsinlinewithindustrybestpractices.
FromRootstoFruits
AtMaybankIndonesia,theethosofTIGERembodiesits values-Teamwork,Integrity,Growth,Excellence& EfficiencyandRelationship.Thisphilosophydeeply resonateswithIrvandi,drivenbyagenuineTIGERattitude thatgoesbeyondbehavior–it'sawayofbeing.
ComparingtheTIGERvaluestothetraitsofanactualtiger, Irvandidrawsinspiration.Justasatigerstandsasaleader intheforest,MaybankIndonesiaaimstoleadinthemarket. Resilienceandspeedakintoatiger'sprowesssymbolizethe
strengthandagilityrequiredinasubstantialorganization. Thetiger'sfamilialnatureunderscorestheMaybank Indonesiacommunityasanextendedfamily,extending beyondjustworkandcareer
Moreover,thetiger'suniquestripesreflectthe acknowledgmentofindividualdistinctiveness,beit customersoremployees.ThisresonateswithMaybank Indonesia'scommitmenttoHumanizingFinancialServices, whereunderstandingindividualcustomerneedstakes precedenceover-generalization.
InnovateorStagnate
Intherealmoftechnology,Irvandiholdsasteadfastbelief thatitsroleshouldbetoenhanceprocesses,expedite turnaroundtimes,minimizeerrorsandreducemanual efforts.Thisconvictionisunderpinnedbyahuman-centered designapproach,emphasizingtheimportanceoftechnology beingafacilitatorratherthanafleetingtrend.Heiswaryof adoptingtechnologymerelyforappearancesortokeepup withmoderntrends.
Irvandi'sphilosophystartswithaddressingemployeepain pointsasthefoundationfortechnologicalimplementations. WithintheHRteam,hespearheadsamultitudeof digitalizationandRoboticProcessAutomation(RPA) initiatives,allmeticulouslyexecutedin-housetoensure tailoredsolutionsthatnotonlyenhanceimpactbutalso elevateemployeeexperiences.However,thegrowing concernofcybersecurityrisksposesachallenge,onethat heisresoluteinmanagingtosafeguardtheorganization's integrity
Underpinningthesetechnologicalendeavorsisthenecessity foracultureofreadinesstooptimizetechnology'spotential andcontributemeaningfulvalue.Amongthenotable innovationsintroducedunderIrvandi'sleadershiparethe MyHR2U app, MyJourney recruitmenttrackingsystem, MyCampus LearningExperiencePlatform, MyNet internal socialmediaand Mayang2U HRchatbot.Eachinitiative embodieshiscommitmenttoweavingtechnology seamlesslyintotheorganizationalfabric,enhancing efficiencyandenrichingtheemployeejourney
PlantingSeedsofChange
Withinthebank,thewindsofdigitalizationaresweeping across,promisingaprofoundimpact.Thetraditionalbranch office,oncepivotal,nowfindsitselfonthemargins.Over 90%oftransactionshavetransitionedintothedigitalrealm, necessitatinganevolutioninskillsets,are-evaluationof businessprocessesandthealignmentofpolicies.
Thistransformationhaspromptedaproactiveapproachto employeedevelopment.Inreadiness,capabilitiesarehoned
andworkingmethodsarerealignedthroughthelensof OrganizationDevelopment.Centraltothisshiftisthe cultivationofanorganizationalculturethatstandsasa cornerstoneinanytransformationjourney.
AtMaybankIndonesia,anovelworkforceparadigmhas beencrafted–the'new age'workforce,akintobionicbeings. Theseindividualswieldarepertoireof'future skills,' encompassingnotonlytechnologybutalsodataanalytics, human-centereddesign,futuristiccommunicationandagile thinking.Theterm'bionic'encapsulatestheiressence;an amalgamationofbrainpower,dataacumen,technological finesse,adaptability,vitality,andunwaveringcompetence.
AspiretoInspire
Irvandisays,"The future goals of organizations-we are a value-driven platform, powered by a bionic workforce that humanizes financial services."Itmeansinfusingthe principlesof ethical banking (inclusiveness,integrity& sustainability)asastrategicdifferentiatortodrive economic value,orchestratingdigitalecosystemsandintegrating customerofferingsacrosstheregion,providingcustomers &communitieswith hyper-personalized solutions
Irvandiannotates,"In the long run, I will continue as a high contributor and leader for all transformation in my organization; as an advisor for organization toward highperformance culture, while at the same time preparing a young talented generation to be ready to take over and continue the journey
BequeathingWisdom
Irvandi'sadviceistodaretotakechallengesandneverendinginnovationandgooutofyourcomfortzone, strengthenthecollaborationwiththeecosystem,really understandwhothetargetedcustomeris;understandtheir realmotivesandbehaviorandinvestintalentdevelopment. Everysuccessfulorganizationhastraversedajourneyof gradualprogressandlaiddownafoundation,ratherthan achievingsuccessinaninstant.
Intheever-evolvinglandscapeofthemodern workplace,HRleadersplayapivotalroleinshaping organizationalsuccess.Theadventofthedigitalera hasbroughtaboutaprofoundtransformationinthewaywe workandmanagepeople.Tothriveinthisnew environment,HRleadersmustadoptinnovativeleadership approachesthatalignwiththedigitalage'sunique challengesandopportunities.Inthisarticle,wewillexplore someessentialleadershipapproachesforHRleadersinthe digitalera.
EmbraceTechnologicalAdvancements
Oneofthemostsignificantshiftsinthedigitaleraisthe rapidadvancementoftechnology.HRleadersneedto becometechnology-savvyandadapttothelatestdigital toolsandplatforms.Byembracingtechnological advancements,HRprofessionalscanstreamlineprocesses, enhanceemployeeexperiences,andgathervaluabledata insights.Whetherit'susingAIfortalentacquisition, implementingHRsoftwareforperformancemanagement, orutilizingdataanalyticsfordecision-making,staying updatedwithtechnologyiscrucial.
LeadwithData-DrivenInsights
Datahasbecomethelifebloodofmodernorganizations.HR leadersmustharnessdataanalyticstomakeinformed decisions.Bycollectingandanalyzingdatarelatedto employeeperformance,engagement,andturnover,HR professionalscanidentifytrendsandformulatestrategiesto improveworkplacedynamics.Thisdata-drivenapproach enablesHRleaderstoanticipateissues,developtailored solutions,andalignHRstrategieswithoverallbusiness goals.
PromoteaCultureofContinuousLearning
Inthedigitalera,learningisalifelongendeavor.HR leadersmustchampionacultureofcontinuouslearning withintheirorganizations.Encouragingemployeesto upskillandreskillnotonlyfostersinnovationbutalso ensuresthattheworkforceremainsadaptabletochanging technologies.Offeringe-learningplatforms,creating opportunitiesforskilldevelopment,andsettingup mentorshipprogramsareallwaystopromoteacultureof continuouslearning.
PrioritizeRemoteandHybridWorkforceManagement
TheCOVID-19pandemicacceleratedtheshifttowards remotework,andit'slikelythatremoteandhybridwork arrangementswillcontinuetobeprevalentinthedigitalera. HRleadersmustadapttothisnewrealitybydeveloping strategiesthatsupportremoteandhybridteams.This includesaddressingthechallengesofemployee engagement,performanceevaluation,andmentalwellbeinginavirtualworkenvironment.
FosterEmployeeEngagementandWell-being
Inadigitalagewherevirtualworkiscommon,HRleaders mustprioritizeemployeeengagementandwell-being. Engagedandhealthyemployeesaremoreproductiveand likelytostaywiththeorganization.HRleadersshould focusoncreatingopportunitiesforsocialinteractionamong remoteandin-personteams,implementingwell-being programs,andmonitoringemployeesatisfactionthrough regularsurveysandfeedbackchannels.
AgileLeadershipandFlexibility
Thefast-pacednatureofthedigitalerademandsagile leadership.HRleadersshouldbeadaptableandopento change,leadingbyexample.Theyneedtofosteraculture offlexibilitythataccommodatesinnovationand experimentation.Byembracingagileleadership,HR leaderscanrespondquicklytoevolvingbusinessneedsand facilitateamoredynamicworkplace.
CollaboratewithOtherDepartments
Inthedigitalage,HRleadersshouldbreakdownsilosand collaboratewithotherdepartments,suchasIT,marketing, andoperations.Cross-functionalcollaborationallowsHRto betterunderstandtheuniqueneedsofdifferentteamsand alignHRstrategieswiththebroaderorganizational objectives.Thisapproachcanleadtoinnovativesolutions andenhancetheoverallperformanceoftheorganization.
EnhanceDiversity,Equity,andInclusion(DEI) Initiatives
Thedigitalerahasalsoshedlightontheimportanceof diversity,equity,andinclusionintheworkplace.HRleaders needtodevelopandimplementDEIinitiativesthatpromote amoreinclusiveworkenvironment.Byfosteringdiversity
andinclusion,organizationscanbenefitfromabroader rangeofperspectives,creativity,andamoreengaged workforce.
LeadbyExample
Finally,HRleadersshouldleadbyexample.Theyshould embodythevaluesandbehaviorstheywishtoinstillinthe organization.Beinganauthenticandethicalleaderinthe digitaleranotonlybuildstrustbutalsosetsthestandardfor employeebehaviorandperformance.
Inconclusion,thedigitalerahasbroughtabouta transformationinthewayorganizationsfunctionand managetheirworkforce.HRleadersareattheforefrontof thischange,andtheymustadoptleadershipapproachesthat areadaptable,data-driven,andfocusedonfosteringa cultureofcontinuouslearningandemployeewell-being.By embracingtechnology,promotingagility,andcollaborating withotherdepartments,HRleaderscancontributetothe successoftheirorganizationsinthedigitalage.
Furthermore,byprioritizingdiversity,equity,andinclusion, theycancreateamoreinclusiveandinnovativeworkplace. Inthedigitalera,effectiveHRleadershipisessentialfor organizationstothriveandremaincompetitive.
The strength of HRleaderslies in their ability to nurturetalent
