agribusinessreview.comNOVEMBER - DECEMBER 20258 opinionIN MYAs the Corporate Division Head of People and Organization Development (HR), I lead the HR function across all business units. Since becoming a publicly listed company, we've been undergoing a major transformation--not just to meet regulations, but also to become more attractive to investors. My role is to align our HR strategy with the company's new direction by shaping both short- and long-term plans. I focus on driving transformation in five key areas: strategy, structure, systems, people, and culture.I also work closely with the Board to ensure our HR initiatives support their expectations and help us build a high-performing, purpose-driven organization. My responsibilities extend beyond traditional HR functions; I play a strategic role in ensuring that HR initiatives are aligned with the company's broader goals. This alignment is crucial as we continue to adapt to new challenges in a rapidly evolving market.As I navigate this transformation, I'm constantly working to ensure that HR not only supports but also drives change. My leadership aims to build an agile organization that can meet both short-term goals and long-term strategic objectives, contributing to the overall success of the business.Managing Diverse Business Units with Unified HR StrategiesManaging multiple business units with distinct operational needs has been one of the most interesting challenges in my role. I oversee four business units with three different business models and diverse operational areas. One example of a policy that didn't work as planned was when we tried to standardize the work group structure across all units. The intention was to simplify operations and integrate our HRIS system. However, this policy didn't fit well for every unit--some had intricate operational setups that required multiple work groups, while others were more streamlined and didn't need that level of segmentation.This experience taught me that even well-intentioned harmonization efforts can backfire if not carefully contextualized. I realized that a one-size-fits-all approach doesn't work. Thoughtful planning, deep cross-functional discussions, and understanding the specific business dynamics are critical. I redesigned the policy into a flexible framework, allowing each business unit to adapt it while staying aligned with the corporate vision. This preserved cohesion and improved operational acceptance.By Dr. Rachmat Setyawan, Corporate Division Head of People and Organization Development,PT. Gunanusa Eramandiri TbkDRIVING ORGANIZATIONAL CHANGE AND EMPOWERING LEADERSHIP
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