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"HR professionals should not only excel in HR management but also understand the business deeply, including financial analysis and strategic issues," he stresses.
In today’s dynamic business world, HR is no longer just about managing tasks. Instead, it’s about shaping the future of organisations. Alfa Haga Rachmady (pictured above), Vice President of Human Capital Strategic Planning, PT Hutama Karya (Persero), has seen this shift unfold over the course of his career. Looking back on his early days in HR, he shares a key lesson that continues to influence his approach: the importance of building a strong foundation.
A seasoned human capital strategist and corporate governance professional with experience in the construction and infrastructure sectors, Alfa is responsible for spearheading comprehensive human capital strategies and initiatives.
In his previous roles, Alfa served as VP of Talent Management at PT Hutama Karya (Persero) and as Corporate Secretary at PT Hutama Karya Infrastruktur. He holds a Bachelor’s degree in Communication Management, along with Master’s degrees in Business Management and Business Law.
In conversation with Sabarish Prasad, Alfa emphasises the crucial role of identifying the right people to execute business strategies, highlighting how HR can play a role in significantly enhancing business outcomes.
Q. Thinking back to your first day in HR, what is the most important learning that sticks with you until today?
The most important lesson from my early days in HR is the critical need for a strong foundational HR system. HR functions are interconnected, and without solid fundamentals like job design and competency models, operational HR tasks may fall short. These fundamentals drive key HR deliverables such as career management, learning management, and performance management.
I've seen many organisations overlook these basics, opting for operational tasks instead.
While this approach may work temporarily, it limits HR's role to basic personnel functions, missing out on the strategic potential of HR in areas like talent and succession management.
Q. What steps do you believe are necessary to transform today's talent into the talent that the business needs?
To transform today’s talent into what businesses need, HR must align closely with business strategies. HR professionals should not only excel in HR management but also understand the business deeply, including financial analysis and strategic issues. This ensures HR can answer the crucial question: "Who is the right person to execute this strategy?"
Additionally, HR must leverage advanced technology and data to provide real-time insights into talent needs, making informed decisions quickly. A reliable, updated big data system is essential to serve as the foundation for all talent and competency decisions in the organisation.
Q. Could you share emerging trends that you believe will have the most significant impact on HR in the next few years?
Emerging trends that will impact HR include the rise of AI, which will necessitate new skills in recruitment and automate many HR processes, improving efficiency. Hybrid, remote, and flexible work arrangements will become more prevalent. There will be a growing focus on mental health and wellbeing, especially as younger generations prioritise these issues.
Diversity & inclusion will also gain attention, though the extent will vary by cultural and national context. Additionally, the use of independent contractors will increase, offering companies a cost-effective alternative to traditional full-time employees, reducing overhead and pension liabilities.
Lead image / Provided
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