In order to realize BRI’s aspirations to become The Most Valuable Banking Group in South East Asia and Champion of Financial Inclusion, BRI has developed a human capital (HC) management strategy in line with corporate strategy. In 2023, BRI restructured the human capital management framework that became the basis for human capital management in each company in the BRI Group. With the vision of “Home To The Best Talent”, the mission of human capital management at BRI Group was to “Prepare competent and productive talents by optimizing the function of human capital as a strategic enabler”. To realize this, human capital management (human capital lifecycle) began with input in the form of an understanding of the Company’s business strategy, both short-term and longterm strategy and organizational design which became a guide in compiling and implementing people processes. Organizational design was one derivative of the implementation of the Company’s business strategy which provided information regarding the organizational structure and its derivative components (position descriptions and descriptions, knowledge requirements, skills and other attributes in carrying out the position). Human Capital Management Framework The people process consisted of 6 (six) stages of a series of human capital management, namely align (aligning human capital strategy with Company strategy) in the form of HC Strategy and HC Planning. Attract became the process of attracting job candidates, in the form of resourcing and onboarding. Evolve was a process for developing workforce, in the form of development and learning. Accomplish was then a stage to perfect the workforce’s work process, in the form of performance management. Engaged is the process of engaging employee, in the form of rewards and career management. Offboarding meant preparing employee to leave the company. Every aspect of people process implementation had to be guided by the values of SOEs’ AKHLAK and BRI One Culture. The main outputs of human capital management were employee engagement, employee wellbeing and employee productivity. The entire human capital management process was supported by clear employment and industrial relations regulations, an adequate HCIS system, results of people analytics analysis that met needs and could be used as a consideration for decision making, creative and reliable human capital communication and a Performance Driven Culture. All pillars and foundations in HC management were integrated into the ecosystem to create the employee value proposition “Giving Meaning to Indonesia”. HC Management Framework EVP : GIVING VALUE FOR INDONESIA THE MOST VALUABLE BANKING GROUP IN SOUTHEAST ASIA & CHAMPION OF FINANCIAL INCLUSION HOME TO THE BEST TALENT GROOMING COMPETENT AND PRODUCTIVE TALENT THROUGH OPTIMIZING HUMAN CAPITAL AS STRATEGIC ENABLER EMPLOYEE CUSTOMER PARTNERS GOVERNMENT NATIONAL & GLOBAL ALLIANCE MEDIA OFFBOARD RETIREMENT EXIT POLICY ENGAGE CAREER MANAGEMENT REWARD ALIGN 1 ATTRACT 2 5 6 RESOURCING ONBOARDING HC STRATEGY HC PLANNING EVOLVE LEARNING DEVELOPMENT 3 ACCOMPLISH PERFORMANCE MANAGEMENT 4 UNDERSTANDING BUSINESS STRATEGY FACILITATING ORGANIZATIONAL DESIGN UNDERSTANDING BUSINESS STRATEGY UNDERSTANDING BUSINESS STRATEGY FACILITATING ORGANIZATIONAL DESIGN PERFORMANCE DRIVEN CULTURE HARMONIOUS INDUSTRIAL RELATION RELIABLE HUMAN CAPITAL TECHNOLOGY & INFORMATION SYSTEM ROBUST PEOPLE ANALYTICS EXCELLENCE & CREATIVE HC COMMUNICTION PT Bank Rakyat Indonesia (Persero) Tbk. 2023 Annual Report 401 Business Support Functions Overview
RkJQdWJsaXNoZXIy NTM2MDQ5