Increasing Productivity through Engagement - Bank Sentral Republik Indonesia
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September 29, 2020


“Do not pursue productivity first, but engagement, because productivity will increase automatically” – Agus Dwi Handaya, Compliance Director, Bank Mandiri.

Due to the perceived benefits to all members, the Transformation Communication Forum, otherwise known as the Community of Practices (CoP), including government ministries, institutions and state-owned enterprises, has been convened a total of six times. The host institution this time is PT Bank Mandiri (Persero) Tbk.

Located in the Auditorium of Plaza Mandiri on Jalan Gatot Subroto, the 6th CoP was held on 27th April 2018. The event was kicked off by Agus Dwi Handaya, the Compliance Director of Bank Mandiri. Agus delivered his speech, stating that the biggest challenge to managing employee engagement was guiding the role models and leaders. According to Gallup, employee engagement is a condition where employees feel involved, enthusiastic and committed to their work and workplace. Most role models and leaders are long-standing employees in the organisation. Guiding the role models and leaders is also a challenge in itself because one of the duties of the role models and leaders in to develop team engagement. In other words, employee engagement in an organisation is generally influenced by the behaviour of the corresponding role models and leaders.

As acting secretariat of the CoP, Bank Indonesia, represented by Elisabeth Sukawati, Head of the Strategic Management Group – Department of Strategic Management and Governance, acknowledged that the preliminary goal when initiating the Forum was to learn from the Government Ministries and Institutions, in particular about the transformation implementation process. Other institutions were also expected to glean benefits from the activity. If necessary, one institution could directly invite another institution to explore and learn about a certain topic. Elisabeth also took the opportunity to introduce the Bank Indonesia official who would subsequently lead the CoP Secretariat, namely Harymuthy Gunawan, Head of the Institutional Development Group – Department of Strategic Management and Governance.

Representatives from three institutions delivered presentations, namely Telkom, the Social Security Management Agency (BPJS) and Bank Mandiri. Susilo B. Utomo, AVP of Human Capital Effectiveness, representing Telkom, confirmed that Telkom was currently transforming from a Telecommunications Company to a Digital Company. The transformation, however, also involved a shift in the mindset of the leaders from merely technology oriented to being ‘great people’. To measure employee engagement, Telkom used the tagline “Say, Stay and Strive”. ‘Say’ is how employees talk about the organisation to the environment, ‘Stay’ is about how much the employees wish to remain part of the organisation, and ‘Strive’ is how the employees work to sustainably improve the organisation.

Harry Kuswanda, Assistant Deputy Director of Organisational Performance and Culture, representing BPJS, stated that BPJS had undergone a transformation in 2014 upon promulgation of Act No. 24 of 2011 that transformed Jamsostek into the Social Security Management Agency (BPJS) for Employment. The transformation mainly involved a change in the strategy from product centric to customer centric, which was accompanied by a change in human resources. In terms of HR management, BPJS upholds several principles, namely that employees must know the direction in which the organisation is taking them, minimise bureaucracy and wish to improve the environment, with the tagline “human capital starts from you”. Those principles were designed to promote the three missions of BPJS, namely to protect and empower employees, increase employee competitiveness and support the national economy.

I Aminarti Widati, Senior Vice President of Human Capital, representing Bank Mandiri, stated that in terms of managing employee engagement, Bank Mandiri ran a career development and competency planning program that began from when a new inductee joined the company until retirement. Bank Mandiri also ran numerous extracurricular activities outside of business hours, including the Mandiri Happy Hour (all Mandiri employees congregate each month at head office), Mandiri Volunteer (rural teaching program), Mandiri Toastmaster (a program to increase language competence), Mandiri Day Care and kriya difabel (people with disabilities are given equal opportunities to work at Bank Mandiri).

Harymuthy Gunawan from Bank Indonesia acknowledged that the communication function was critical in terms of developing employee engagement. At Bank Indonesia, the leaders not only listen to their employees, especially millennials, but also train the millennials to want to listen, thus creating two-way communication. Fundamentally, transformation and communication represent a process to find common ground between both sides.

After Friday Prayers at An-Nur Plaza Mandiri Mosque, all participants were invited to take in the facilities of Plaza Mandiri through a Fun Race. The participants seemed overjoyed by the Fun Race activities, while answering a number of questions posed by the organising committee to accumulate points. The group that accumulated the most points received an award from the leader of bank Mandiri at Sky Garden in Plaza Mandiri. The activity was complemented by inviting the participants to attend the Mandiri Happy Hour, which gave an insight into how Bank Mandiri nurtures employee engagement.

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