Despite being located in an industrial area in Cikarang, my enthusiasm for sharing in the Certified Human Capital Professional (CHCP) program remains strong.
The material presented is Designing an Organization Model based on SWOT Analysis. Most Organizational Development practitioners, when creating organizational structure drawings, are unaware that SWOT analysis is a method for implementing organizational change in a company, especially with the assistance of tools like McKinsey's 7S.
SWOT analysis generates strategic initiatives. These strategic initiatives trigger outputs/outcomes in the form of products or services. The resulting products or services generate KPIs and identify the organizational functions required by the company.
Therefore, organizational design is not driven by the presence of people, but by business needs, as evidenced by SWOT analysis.
Finally, we're back to serving the automotive industry again, and this time we're back serving Mitsubishi Motor KramaYudha Indonesia (MMKI) in the Cikarang industrial area.
It's a pleasure to be able to interact again with fellow managers at MMKI and share experiences in Managing People - Managing Talent - Leadership Development.
The class was full of questions and sharing situations that exist at MMKI to be able to improve over time. Many thanks to the management at MMKI for trusting us again to share their experiences and competencies, best practices. Health and continued success to all of you at MMKI.
Sharing experiences, competencies, and knowledge related to best practices in Human Capital Management, which we have been doing for over 30 years, feels very different from time to time due to the many changes from era to era, coupled with rapidly evolving technology and the influence of workers from different generations.
Previously, facilitating business process creation could take months to complete. Now, with GPT chatbots and AI, it can be completed in just weeks.
However, amidst such rapid change, not many Human Capital practitioners realize that Business Processes have many uses in helping Human Capital become more effective and efficient. For example, in obtaining company and organizational KPIs, or in designing organizations down to job positions, or in determining task segregation through the RACI matrix or determining the number of manpower needed to identify job competencies and training programs required by each position. All of this will be more accurately achieved through business processes that are always updated from time to time.
That's a brief overview of our experience and competency sharing on the topic of Business Process Management, which we share in the Certified Human Capital Professional (CHCP) program.
After a full day of serving Baramulti clients last Thursday, we returned to the Certified Human Capital Professional (CHCP) class that evening with the topic of Strategic Human Capital Planning.
We hope that each participant will have a better understanding of the process of creating a Human Capital Roadmap or Human Capital Blueprint that aligns with the Business Roadmap and supports the achievement of the Company's Vision and Mission.
Many had never conducted a Human Capital SWOT analysis, so once again, the second CHCP session was very active with questions, exercises, and step-by-step examples for creating a Strategic Human Capital Planning with its Human Capital Blueprint.
After a morning and afternoon of client consultations, we continued to share in the evenings at the Certified Human Capital Professional (CHCP) program in collaboration with Gadjian Academy, which has seen a growing number of participants, not only human capital practitioners but also business owners and non-human capital management practitioners.
The first session, on Tuesday evening, April 7th, discussed the importance of vision, mission, and values for businesses and organizations, as well as Human Capital Management. The participants were enthusiastic and engaged, so the session lasted over two hours.
Some clients request a two-day workshop program with a wide range of topics or scopes to cover (almost 20 topics). We understand that it would be overwhelming to deliver such a large number of topics in two days, as the program would be largely one-way and lack exercises and action plans.
We strive to meet this demand with sufficient material relevant to the requested topics, but we emphasize that the material will only serve as a reference, while the program will consist of more exercises and action plans.
The goal is to develop not only knowledge but also memorable skills. This is also the reason why our public programs, which typically last two days, only cover 3-4 topics, as nearly 60% of the allocated time is devoted to exercises and action by each participant.
Similarly, with some in-house program requests, we typically only deliver the material during the first day's coffee break (for two-day program). After that, we focus more on hands-on exercises focused on the clients' own problems, allowing us to better facilitate their problem-solving process.
That's a brief overview of how we serve clients who are sometimes preoccupied with the large scope of work or the large number of topics, which make the workshop program ineffectively.
Likewise, with our job as management consultants, why do we handle more long-term contracts than contracts that are only a month or two? Because basically, we help clients to become better through real action and make their team members more competent in dealing with existing problems.
On this day, 17 years ago, I cried bitterly because I quit my prestigious job at an oil and gas company and switched to consulting and trying to become an entrepreneur.
For three months, I had no income at all, instead, I incurred significant expenses, all of which were used as capital for my consulting work.
That's the journey of life, with its ups and downs, supposedly leading to growth. But growth requires pain. There's no good result without a process. It was incredibly painful and uncomfortable, but it had to be endured to grow. That's how I began my journey from comfort and certainty to uncertainty and discomfort.
From a substantial, steady salary with office facilities to a situation with neither salary nor benefits. From a high-ranking position to a situation without a position. I considered reapplying for a job and becoming an employee again. Unfortunately, God didn't allow me to return to work at a company. So, I remained a consultant, going from being unknown to where I am today.
Looking back, I feel proud of myself for having been able to undergo such a profound change in my life despite all its trials. All of this is inseparable from God's grace, who has always accompanied me every step of the way, enabling me to continue to progress and develop. Thank you God for everything.
Ada yang bertanya, kenapa diri ini tidak terlalu aktif di beberapa komunitas Sumber Daya Manusia (SDM) di 5-7 tahun belakangan ini atau setelah covid?
Jawaban nya sederhana, karena dulu sebelum covid sudah sangat aktif sejak tahun 1992, atau sejak pertama terjun di dunia Sumber Daya Manusia (SDM) setelah switch dari engineering operations. Disatu sisi lain, dunia SDM sekarang more or less agak mirip atau tipikal dan diri ini bukan yang suka dengan mengikuti arus. Diri ini biasanya lebih sering melawan arus. Itu yang akhirnya menempatkan diri ini menjadi pembeda di dunia SDM Indonesia dari dulu sampai sekarang ini.
Diri ini di tempa oleh pengalaman menghandle langsung kasus-kasus Sumber Daya Manusia di beberapa belahan dunia, jadi tidak selalu text book melainkan lebih kepada tailor-made.
Menjadi pembeda atau diferentiator dalam kehidupan berarti berani tampil berbeda, tidak sekadar mengikuti arus, tetapi menemukan nilai unik yang membuat kita menonjol. Dalam konteks pribadi maupun profesional, diferensiasi adalah kunci untuk membangun identitas, kepercayaan diri, dan keberhasilan.
Bagaimana Cara Menjadi Pembeda 1. Kenali keunikan diri Setiap orang punya kekuatan, bakat, atau sudut pandang yang khas. Menjadi pembeda dimulai dengan mengenali apa yang membuat kita berbeda dari orang lain.
2. Berani mengambil sikap Orang yang menjadi diferentiator tidak takut menyuarakan pendapat, bahkan jika berbeda dari mayoritas, selama itu berdasarkan nilai dan prinsip yang diyakini.
3. Konsistensi dalam tindakan Diferensiasi bukan hanya soal ide, tetapi juga perilaku sehari-hari. Konsistensi membuat orang lain melihat kita sebagai sosok yang autentik.
4. Memberi nilai tambah Pembeda sejati bukan hanya berbeda demi berbeda, tetapi menghadirkan manfaat. Misalnya, dalam pekerjaan, menawarkan solusi kreatif yang belum terpikirkan orang lain.
Mau jadi Human Capital Professional yang level nya internasional ? atau cuma mau bikin unit Human Capital menjadi Business Partner yang handal, sehingga memahami bagaimana seharus nya praktisi Human Capital melakukan terobosan pengelolaan SDM sehingga membantu bisnis perusahaan lebih berkembang?
Jawaban nya: ikuti program Certified Human Capital Professional (CHCP) secara terintegrasi dan belajar dengan praktisi yang sudah terbukti pernah bekerja di bidang Human Capital Management di 18 negara di 4 benua.
Fakultas Hukum Universitas Indonesia melalui Cakrawala Edukasi bekerja sama dengan Pungki Purnadi & Associates menggelar program Certified Human Capital Professional (CHCP) secara hybrid (online di hari Senin malam & Rabu malam serta Jumat hybrid), mulai tanggal 6 April 2026 sampai dengan 20 Mei 2026, jadi selama kurang lebih 8 minggu program.
Silahkan bagi calon professional bidang Human Capital dan juga yang sudah merasa professional di bidang Human Capital untuk bisa lebih memahami pekerjaan Human Capital secara lebih detail, update berdasarkan “best practices” yang ada di banyak industri baik didalam maupun luar negeri.
Adapun cakupan program yang terdiri dari 5 blok yaitu blok ORGANIZATION DEVELOPMENT, PEOPLE DEVELOPMENT, TALENT MANAGEMENT, REWARD & REMUNERATION MANAGEMENT dan blok INDUSTRIAL RELATIONS, menjadikan program ini sangat comprehensive dan lengkap. So, jadi tunggu apalagi, segera hubungi Cakrawala Edukasi untuk informasi lebih lanjut.
The stages in developing Strategic Human Capital Planning, which will become the HC Blueprint or HC Roadmap, are as follows:
1. Review and cascade the Business Roadmap which is translated from the company Vision, Mission, Values, Objectives, and Purposes. 2. Review the business SWOT and conduct a Human Capital SWOT using 5 (five) pillars of HC (HC Planning - HC Acquiring - HC Developing - HC Maintaining - HC Retaining). 3. Identify HC strategic initiatives from the HC SWOT Matrix. 4. Identify HC outputs/outcomes from each HC strategic initiative which lead to HC KPIs. 5. Conduct an urgent-important analysis to determine the priority of HC initiatives. 6. Create a 5-year timeline for all the HC strategic initiatives mentioned above. 7. Translate the HC Roadmap into HC Work Program and Budget. In short, there are 3 As there: Align - Assess - Action so that HC can proceed in parallel with the Business.
If you want to know what the practice is like and what the results are, join our program at Aryaduta Semanggi Jakarta on Saturday, March 7, 2026.
Pungki Purnadi
Despite being located in an industrial area in Cikarang, my enthusiasm for sharing in the Certified Human Capital Professional (CHCP) program remains strong.
The material presented is Designing an Organization Model based on SWOT Analysis. Most Organizational Development practitioners, when creating organizational structure drawings, are unaware that SWOT analysis is a method for implementing organizational change in a company, especially with the assistance of tools like McKinsey's 7S.
SWOT analysis generates strategic initiatives. These strategic initiatives trigger outputs/outcomes in the form of products or services. The resulting products or services generate KPIs and identify the organizational functions required by the company.
Therefore, organizational design is not driven by the presence of people, but by business needs, as evidenced by SWOT analysis.
#CHCP
#organizationaldevelopment
#humancapitalmanagement
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
Finally, we're back to serving the automotive industry again, and this time we're back serving Mitsubishi Motor KramaYudha Indonesia (MMKI) in the Cikarang industrial area.
It's a pleasure to be able to interact again with fellow managers at MMKI and share experiences in Managing People - Managing Talent - Leadership Development.
The class was full of questions and sharing situations that exist at MMKI to be able to improve over time. Many thanks to the management at MMKI for trusting us again to share their experiences and competencies, best practices. Health and continued success to all of you at MMKI.
#leadershipdevelopment
#managingpeople
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
Sharing experiences, competencies, and knowledge related to best practices in Human Capital Management, which we have been doing for over 30 years, feels very different from time to time due to the many changes from era to era, coupled with rapidly evolving technology and the influence of workers from different generations.
Previously, facilitating business process creation could take months to complete. Now, with GPT chatbots and AI, it can be completed in just weeks.
However, amidst such rapid change, not many Human Capital practitioners realize that Business Processes have many uses in helping Human Capital become more effective and efficient. For example, in obtaining company and organizational KPIs, or in designing organizations down to job positions, or in determining task segregation through the RACI matrix or determining the number of manpower needed to identify job competencies and training programs required by each position. All of this will be more accurately achieved through business processes that are always updated from time to time.
That's a brief overview of our experience and competency sharing on the topic of Business Process Management, which we share in the Certified Human Capital Professional (CHCP) program.
#CHCP
#businessprocessmanagement
#humancapitalmanagement
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
After a full day of serving Baramulti clients last Thursday, we returned to the Certified Human Capital Professional (CHCP) class that evening with the topic of Strategic Human Capital Planning.
We hope that each participant will have a better understanding of the process of creating a Human Capital Roadmap or Human Capital Blueprint that aligns with the Business Roadmap and supports the achievement of the Company's Vision and Mission.
Many had never conducted a Human Capital SWOT analysis, so once again, the second CHCP session was very active with questions, exercises, and step-by-step examples for creating a Strategic Human Capital Planning with its Human Capital Blueprint.
#humancapitalmanagement
#CHCP
#HRRoadmap
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
After a morning and afternoon of client consultations, we continued to share in the evenings at the Certified Human Capital Professional (CHCP) program in collaboration with Gadjian Academy, which has seen a growing number of participants, not only human capital practitioners but also business owners and non-human capital management practitioners.
The first session, on Tuesday evening, April 7th, discussed the importance of vision, mission, and values for businesses and organizations, as well as Human Capital Management. The participants were enthusiastic and engaged, so the session lasted over two hours.
#CHCP
#humancapitalmanagement
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
Some clients request a two-day workshop program with a wide range of topics or scopes to cover (almost 20 topics). We understand that it would be overwhelming to deliver such a large number of topics in two days, as the program would be largely one-way and lack exercises and action plans.
We strive to meet this demand with sufficient material relevant to the requested topics, but we emphasize that the material will only serve as a reference, while the program will consist of more exercises and action plans.
The goal is to develop not only knowledge but also memorable skills. This is also the reason why our public programs, which typically last two days, only cover 3-4 topics, as nearly 60% of the allocated time is devoted to exercises and action by each participant.
Similarly, with some in-house program requests, we typically only deliver the material during the first day's coffee break (for two-day program). After that, we focus more on hands-on exercises focused on the clients' own problems, allowing us to better facilitate their problem-solving process.
That's a brief overview of how we serve clients who are sometimes preoccupied with the large scope of work or the large number of topics, which make the workshop program ineffectively.
Likewise, with our job as management consultants, why do we handle more long-term contracts than contracts that are only a month or two? Because basically, we help clients to become better through real action and make their team members more competent in dealing with existing problems.
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
On this day, 17 years ago, I cried bitterly because I quit my prestigious job at an oil and gas company and switched to consulting and trying to become an entrepreneur.
For three months, I had no income at all, instead, I incurred significant expenses, all of which were used as capital for my consulting work.
That's the journey of life, with its ups and downs, supposedly leading to growth. But growth requires pain. There's no good result without a process. It was incredibly painful and uncomfortable, but it had to be endured to grow. That's how I began my journey from comfort and certainty to uncertainty and discomfort.
From a substantial, steady salary with office facilities to a situation with neither salary nor benefits. From a high-ranking position to a situation without a position. I considered reapplying for a job and becoming an employee again. Unfortunately, God didn't allow me to return to work at a company. So, I remained a consultant, going from being unknown to where I am today.
Looking back, I feel proud of myself for having been able to undergo such a profound change in my life despite all its trials. All of this is inseparable from God's grace, who has always accompanied me every step of the way, enabling me to continue to progress and develop. Thank you God for everything.
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
Ada yang bertanya, kenapa diri ini tidak terlalu aktif di beberapa komunitas Sumber Daya Manusia (SDM) di 5-7 tahun belakangan ini atau setelah covid?
Jawaban nya sederhana, karena dulu sebelum covid sudah sangat aktif sejak tahun 1992, atau sejak pertama terjun di dunia Sumber Daya Manusia (SDM) setelah switch dari engineering operations. Disatu sisi lain, dunia SDM sekarang more or less agak mirip atau tipikal dan diri ini bukan yang suka dengan mengikuti arus. Diri ini biasanya lebih sering melawan arus. Itu yang akhirnya menempatkan diri ini menjadi pembeda di dunia SDM Indonesia dari dulu sampai sekarang ini.
Diri ini di tempa oleh pengalaman menghandle langsung kasus-kasus Sumber Daya Manusia di beberapa belahan dunia, jadi tidak selalu text book melainkan lebih kepada tailor-made.
Menjadi pembeda atau diferentiator dalam kehidupan berarti berani tampil berbeda, tidak sekadar mengikuti arus, tetapi menemukan nilai unik yang membuat kita menonjol. Dalam konteks pribadi maupun profesional, diferensiasi adalah kunci untuk membangun identitas, kepercayaan diri, dan keberhasilan.
Bagaimana Cara Menjadi Pembeda
1. Kenali keunikan diri
Setiap orang punya kekuatan, bakat, atau sudut pandang yang khas. Menjadi pembeda dimulai dengan mengenali apa yang membuat kita berbeda dari orang lain.
2. Berani mengambil sikap
Orang yang menjadi diferentiator tidak takut menyuarakan pendapat, bahkan jika berbeda dari mayoritas, selama itu berdasarkan nilai dan prinsip yang diyakini.
3. Konsistensi dalam tindakan
Diferensiasi bukan hanya soal ide, tetapi juga perilaku sehari-hari. Konsistensi membuat orang lain melihat kita sebagai sosok yang autentik.
4. Memberi nilai tambah
Pembeda sejati bukan hanya berbeda demi berbeda, tetapi menghadirkan manfaat. Misalnya, dalam pekerjaan, menawarkan solusi kreatif yang belum terpikirkan orang lain.
4 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
Mau jadi Human Capital Professional yang level nya internasional ? atau cuma mau bikin unit Human Capital menjadi Business Partner yang handal, sehingga memahami bagaimana seharus nya praktisi Human Capital melakukan terobosan pengelolaan SDM sehingga membantu bisnis perusahaan lebih berkembang?
Jawaban nya: ikuti program Certified Human Capital Professional (CHCP) secara terintegrasi dan belajar dengan praktisi yang sudah terbukti pernah bekerja di bidang Human Capital Management di 18 negara di 4 benua.
Fakultas Hukum Universitas Indonesia melalui Cakrawala Edukasi bekerja sama dengan Pungki Purnadi & Associates menggelar program Certified Human Capital Professional (CHCP) secara hybrid (online di hari Senin malam & Rabu malam serta Jumat hybrid), mulai tanggal 6 April 2026 sampai dengan 20 Mei 2026, jadi selama kurang lebih 8 minggu program.
Silahkan bagi calon professional bidang Human Capital dan juga yang sudah merasa professional di bidang Human Capital untuk bisa lebih memahami pekerjaan Human Capital secara lebih detail, update berdasarkan “best practices” yang ada di banyak industri baik didalam maupun luar negeri.
Adapun cakupan program yang terdiri dari 5 blok yaitu blok ORGANIZATION DEVELOPMENT, PEOPLE DEVELOPMENT, TALENT MANAGEMENT, REWARD & REMUNERATION MANAGEMENT dan blok INDUSTRIAL RELATIONS, menjadikan program ini sangat comprehensive dan lengkap.
So, jadi tunggu apalagi, segera hubungi Cakrawala Edukasi untuk informasi lebih lanjut.
#CHCP
5 months ago | [YT] | 0
View 0 replies
Pungki Purnadi
The stages in developing Strategic Human Capital Planning, which will become the HC Blueprint or HC Roadmap, are as follows:
1. Review and cascade the Business Roadmap which is translated from the company Vision, Mission, Values, Objectives, and Purposes.
2. Review the business SWOT and conduct a Human Capital SWOT using 5 (five) pillars of HC (HC Planning - HC Acquiring - HC Developing - HC Maintaining - HC Retaining).
3. Identify HC strategic initiatives from the HC SWOT Matrix.
4. Identify HC outputs/outcomes from each HC strategic initiative which lead to HC KPIs.
5. Conduct an urgent-important analysis to determine the priority of HC initiatives.
6. Create a 5-year timeline for all the HC strategic initiatives mentioned above.
7. Translate the HC Roadmap into HC Work Program and Budget. In short, there are 3 As there: Align - Assess - Action so that HC can proceed in parallel with the Business.
If you want to know what the practice is like and what the results are, join our program at Aryaduta Semanggi Jakarta on Saturday, March 7, 2026.
#HumanCapitalPlanning
#humancapitalmanagement
5 months ago | [YT] | 0
View 0 replies
Load more