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Bank Negara Indonesia (BNI) is Indonesia’s first government-owned bank. In 2011, it was the country’s fourth-largest bank with total assets amounting to US$29 billion (a 20 percent increase from the previous year).
The bank operates in four business units—consumer banking, corporate banking, commercial banking, and international banking and treasury. It has more than 23,000 employees in more than 1,364 domestic outlets and five overseas branches—New York, London, Tokyo, Hong Kong and Singapore.
BNI had an ambitious vision and aggressive targets for 2010-2014 to be a leading bank in Indonesia with improved services and performance. To meet the objectives, BNI decided to undergo transformation to be a customer-centric bank; however, it realized that its existing culture and HR capabilities must be enhanced to support aggressive business transformation agenda.
Furthermore, the Human Capital (HC) division faced challenges in responding to business demand, with key gaps in the divisions’ capability and capacity to respond to the bank’s staffing needs. Within the HC function, confusion over roles and responsibilities led to duplication and inefficiency. The silo-based HR structure also caused teams to focus on tactical matters, rather than strategic matters, and resulted in:
Vacancies in approximately 600 key position in mid-level and key roles.
Ineffective implementation of talent management initiatives such as succession planning, career management, learning and training initiatives, and performance management and evaluation.
A lack of alignment between HR activities and the broader needs and objectives of the bank.
Accenture had previously worked with BNI to design the Customer- Centric Transformation Blueprint and Road Map to support the bank’s transformation agenda. Accenture’s in-depth understanding of BNI’s culture, expertise in project management and experiences in human resource transformation were the main considerations for BNI to engage with Accenture.
Accenture worked closely with BNI as a team to perform the following activities:
Human Capital Transformation
Understand the business objective along with the challenges faced by the Human Resources and Learning units.
Conduct a culture and human resources assessment to define a baseline of the current stage.
Define the intervention matrix to address the culture gap.
Develop a Human Capital Transformation (HCT) road map consisting of 15 strategic initiatives aligned to the bank’s strategy to solve cultural issues.
Define three quick-wins initiatives—Leadership Development for Top 100, competency refinement and proficiencies mapping for sales, and develop a talent pool that would impact the business.
Managing Human Capital Transformation (HR PMO)
Effectively transform its human capital capabilities without disrupting the day-to-day operations.
Deliver quick wins to generate momentum and buy-in.
Focus on priority projects to create optimal results.
Facilitate knowledge transfer within the HC divisions.
Accenture helped BNI develop a three-year HCT road map to become a customer-centric organization.
Developed a pragmatic intervention program to address the culture gap.
Developed an HCT road map to support the implementation of the new operating model in the next three years for the leadership, talent management, communication, innovation and engagement areas.
BNI was able to review its HR programs and determine their effectiveness in the business.
The HR function has frameworks and processes to serve the business better while still meeting transactional needs.
The creation of new functional roles, notably Business Partner, Center of Expertise and Human Capital Project Management Office, enable HR to transform to become a strategic business partner.
The creation of a new HR organizational structure that can now meet business requirements in a timely manner.
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