Materials presented during the 12th GI Net: "Developing Global Competence for (Future) Indonesian Leaders" on August 30, 2013, by HR Director of Unilever Indonesia

1. Building
Indonesian
Global
Leaders...........
Jakarta,
30th
August
2013
Presenta4on
to
Global
Indonesian
Network
Enny Hartati Sampurno

2. My
Name
is
Enny….and
I
am
a
working
Mom

3. MY
22
YEARS
CAREER
IN
UNILEVER

4. UNILEVER INDONESIA
STRONG LOCAL ROOTS WITH 80 YEARS OF
HISTORY
1933
Established under the name
Lever’s Zeepfabrieken N.V. in
Angke, Jakarta
1982
Went public and listed 15%
shares on the Jakarta &
Surabaya Stock Exchange
1992
Entered
ice cream business
2000
Entered
soy sauce business
2008
Established the biggest
Skin Care factory in Asia
in Cikarang, Bekasi
1999
Acquired Fabrics Conditioner
and Household Care business
2008
Entered
fruit juice business
2010
Entered Baby Personal
Care product

5. Unilever has been 80 years in Indonesia
Our Vision :
“To earn Love and Respect of Indonesia
by touching the life of every Indonesian everyday”

6. You know us by our brands
We reach 100 % of Indonesia consumers

7. Building Indonesian Global Leaders
The
business
case

8. 8
4 Mega-Trends
The world moves
South and East
Living
differently
The environment
under stress
Digital
revolution
The world moves
South and East

11. INDONESIAN TALENT WILL PLAY
A BIGGER ROLE
Consumer connection &
understanding
Think Local &
Act Global
Deep Cultural RootsCompetitive
‘Battlefield’

13. The Case of Unilever Indonesia

14. Indonesian
Global
Leaders
1. Preparing Leaders who will lead Indonesia in the next 3-5
years
2. To increase Indonesia’s influence in the global agenda
Objectives :

15. The challenges
1. Pre
Assignment
2. During
the
Assignment
3. Post
Assignment

16. The challenges - Pre Assignment
1. Mobility - Flexibility to move
Family Working Couples
2. Success Rate of Interview
- “We” vs “ I “
- Nice personality vs determination
- Not enough preparation - Long term orientation
Style and language leads to wrong perception

17. The challenges - During Assignment
1. Cultural Dimension
2. Too many changes at once
- Different Geography
- Different nature of the job
(brand building to brand development)
( different category)
- Different work level - promotion
3. Strength/Personality vs Roles

18. The challenges - Cultural
Hofstede’s cultural dimension

19. CULTURAL AWARENESS WHEN WORKING WITH OTHER
NATIONALITY
PDI – Power-Distance IDV – Individualism
MAS – Masculinity Culture UAI – Uncertainty Avoidance
LTO – Long-Term Orientation

20. The challenges - Post Assignment
1. Timing
vs
Available
posiCons

21. Robust Talent Pipeline Early Identification
Sending the right people DNA
Cultural Awareness – Be You but
culturally sensitive
• Watch list or Lister or Top 3 Box
• Balance Operations vs. Strategic
• Strong Influencing & communication skills
• Versatile
THE
ENABLERS….
2009 2010 2011 2012 2013 ytd
1414
531
No of SWAP - Assistant Managers
• HP 4 : 150%
• HP3 : 75%
• HP2 : 50%
• Cultural awareness sessions
• Sharing sessions from global leaders /
peers
. Coaching - Interview tips and tricks
- Awareness of the
interviewers on our culture
• Expose the team in the regional projects

22. Keep them Warm
Close monitoring
• Regular contact
• LDT
• Rating
The
Enablers…..
Talent Control Towers
• Releasable talent
• Talent traffic
management

23. Thank
You