Telkom charts own strategy for human resources management<\/p>\n
PT Telekomunasi Indonesia's commitment to human resources
\ndevelopment is evident from the moment one steps into the
\nelevators at its headquarters in Jakarta.<\/p>\n
A large poster details the state-owned telecommunications
\ncompany's goals of accurate, responsive and conscientious
\nbehavior for employees. They are instructed to avoid being
\ncontent with getting by in their work performance and to take
\nresponsibility and pride in respective work roles.<\/p>\n
It was this attention to motivating its workforce that led to
\nTelkom's selection in 1991 for an Asian Management Award in the
\ncategory of People Development and Management. The company was
\nrecognized by the board of judges for \"its numerous dedicated
\nhuman resources programs ... [which] serve as models which other
\ntop Indonesian companies study and emulate.\"<\/p>\n
Setyanto P. Santosa, director of Telkom, says the company's
\napproach to human relations management is based on the Indonesian
\nconcept of kekeluargaan, literally meaning to seek resolutions to
\nproblems through ways based on the concept of family harmony.<\/p>\n
\"We take our philosophy from the teachings of the great
\nIndonesian educator Ki Hajar Dewantara,\" Setyanto says. \"He
\ntaught that people should set examples for others, provide strong
\nleadership and give motivation.\"<\/p>\n
He adds that teamwork is an indispensable quality within the
\nrunning of the organization.<\/p>\n
\"We achieve success through teamwork. Every single member of
\nTelkom must improve his or her ability because the constant is
\nalways change. Of course, humans don't want to change, but we
\nmust respond to the changes happening around us.\"<\/p>\n
Human touch<\/p>\n
The introduction of high technology makes it imperative that
\nthe needs of workers are addressed by managers, Setyanto says.<\/p>\n
\"We have a strategy to touch our workers personally. The
\nintroduction of high-tech leads to a greater need for what I call
\n'high touch' or the human touch.\"<\/p>\n
Setyanto dismisses the notion that Indonesian society is
\nunreceptive to competitiveness.<\/p>\n
He attaches a caveat to this statement by saying there is no
\nplace for \"superstars, meaning people wanting to succeed by
\nthemselves and not work as a team.\"<\/p>\n
Telkom has also installed a system of rewards for employees
\nwho perform well, as well as punitive measures for those offices
\nwhich are registering poor growth.<\/p>\n
\"Few people know that we cut salaries from between 10 to 15
\npercent at offices with poor performance,\" Setyanto states. \"This
\nis a motivator for employees to work better.\"<\/p>\n
He says that with more 40,000 employees across the country
\nchange is sometimes slow.<\/p>\n
\"We saw our award as marking the beginning of a journey,\" he
\nexplains. \"We do not want to be content with maintaining
\nstandards but keep on working to improve. I have dreams, and one
\nof them is for Telkom to be the best, to be recognized as a
\nworld-class telecommunications company.\"<\/p>\n
All articles in this supplement (page 8, 9 and 10) were
\nresearched and written by Bruce Emond for The Jakarta Post.<\/p>",
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"sponsor": "Okusi Associates",
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