We have continued to innovate by
integrating voice communications and
data services via the internet and IPTV in
a single package that
we call triple-play
PT Telkom Indonesia, Tbk. 2011 Annual Report Moving Forward Beyond Telecommunications
Human Resources Overview
Our human resources are a vital asset for the Company, and we have therefore redeined our concept of human
resources as Human Capital. To maximize the potential of the Human Capital in the
Telkom Group, we have formulated an integrated Human Capital Plan that refers to the long-term and annual
corporate plans and business strategies of each company within the Telkom Group. The process is supported by an
accurate supply and demand analysis that is benchmarked against certain reference points, particularly the
productivity ratios of a number of our peer organizations. The Telkom Group Human Capital Plan covers at least the
following: a. Projections of the Telkom Group’s human capital
numbers, calculated on the basis of the business portfolio for the next 5 years;
b. Projections of the composition of our Human Capital, broken down by job stream, education, age and level;
c. A Workforce Plan detailing annual HR plans for each company in the Telkom Group.
Formulating an integrated Human Capital Plan helps the Company to:
a. accurately project the human capital requirements of the Telkom Group, in terms of both numbers and
competencies; b. compile Staing Plans and career development plans
for the Telkom Group; c. measure the productivity of the Telkom Group’s
human capital.
Hr prOfIle
Human resource needs, and the needs for the associated infrastructure, are founded on the principles of synergy
and optimization of our internal resources. Our HR development strategy emphasizes the
harmonization of HR numbers and competencies with the increasing focus of the Telkom Group business portfolio
on Telecommunications, Information, Multimedia and Edutainment TIME. We also seek to improve synergies
and eiciencies among Telkom Group companies and to inculcate preferred corporate values. We pursue these
objectives in a 5-year Workforce Plan as well as an annual Staing Plan that together provide a more accurate
information base in support of the Company’s growth. The Telkom Group’s Workforce Plan focuses on increasing
productivity by reference to competitive benchmarks. The Workforce Plan includes a breakdown of our projected
human resources proile by business activity and Telkom Group company, and a further breakdown by job, layer,
age and education proile. As part of the Workforce Plan, we seek to enhance eiciencies by reducing the workforce
size of both Telkom and the Telkom Group as a whole while maintaining recruitment at approximately 20 of
employees retiring.
PT Telkom Indonesia, Tbk. 2011 Annual Report Moving Forward Beyond Telecommunications
The Telkom Group’s Staing Plan is formulated no later than the fourth quarter of each year and is efective for
the following 12 months. The Staing Plan includes the following information:
a. positions that are already stafed and those yet to be illed;
b. position layerband; c. job stream;
d. work location; e. number of appointments;
f. monthly staing plans, including promotions and transfers;
g. employment status temporarypermanent; h. transfers in and out.
The Workforce Plan is formulated by identifying staing needs amongst the Telkom Group, referring to the Group’s
Human Capital Plan and Rolling Human Capital Plan. The Telkom Group recruitment policy focuses on optimizing
our internal resources through synergies within the Group in order to prioritize eiciencies in recruitment costs and
employee turnover costs in each company, as well as to get the best candidates for the job. The same synergies
also automatically facilitate the career development of each employee in the Telkom Group. Where possible,
staing needs are met by illing positions with candidates from within the Telkom Group. We also actively seek to
deploy more of our employees from Telkom to other Telkom Group companies.
Synergies in recruitment include: a. Holding Career Days;
b. Sharing infrastructure and facilities such as training centers or assessment services in the
recruitment process; c. Sharing candidate databases and modules or materials
related to knowledge of Telkom Group products; d. Synergy initiatives in other aspects of recruitment.
As of December 31, 2011, the Telkom Group employed a total of 26,023 people, consisting of 19,780 Telkom employees
and 6,243 employees of our subsidiaries. This represents a decline of 3.1 from the December 31, 2010 position
of 26,847 employees, relecting the implementation of our multi exit programs since 2005.
a.employee profile by position
The table below shows a breakdown of Telkom Group employees by position:
Position Telkom
Subsidiaries Telkom
Group
Senior Management 136
76 212
0.8 Middle Management
2,497 1,157
3,654 14.0
Supervisors 9,694
2,162 11,856
45.6 Others
7,453 2,848
10,301 39.6
Total
19,780 6,243
26,023 100.0
B. employee proile by educational background
As of December 31, 2011, 27.9 of Telkom’s employees did not have a tertiary education pre college, compared
to 42.1 who had graduated college. This represented that Telkom focus on recruiting more highly educated
candidates with the right qualiications to support the Company’s growth.
Level of Education Telkom
Subsidiaries Telkom
Group
Pre College 6,695
564 7,259
27.9 Diploma Graduates
4,808 944
5,752 22.1
University Graduates 6,594
4,351 10,945
42.1 Post Graduates
1,683 384
2,067 7.9
Total 19,780
6,243 26,023
100.0
graphic of telkom employee by position
14.0
45.6 0.8
39.6
Senior Management Middle Management
Supervisors Others
PT Telkom Indonesia, Tbk. 2011 Annual Report Moving Forward Beyond Telecommunications
graphic of telkom employee by educational Bacground
c. employee proile by age
As of December 31, 2011, employees over the age of 45 continued to dominate the workforce at 54.6, followed
by employees in the 31 to 45 age group by at 35.4 and those under 30 age group at 10.0.
Age Group Telkom
Subsidiaries Telkom
Group
30 913
1,686 2,599
10.0 31 - 45
5,089 4,127
9,216 35.4
45 13,778
430 14,208
54.6
Total 19,780
6,243 26,023 100.0
graphic of telkom employee by age years
telkOm’s Hrd prOgrams a.Hr competency development
Our Human Capital competency development strategy is articulated in our Human Capital Master Plan 2011
– 2015, which is updated every year to adjust to the dynamics of our business. Its implementation is aligned
with our business strategy, which refers to our Corporate Strategic Scenario “CSS”, Master Plan for Human
Capital “MPHC”, Training Needs Analysis “TNA”, our organizational transformation as well as the Company’s
inancial condition. We have also adopted a Competency-Based Human
Resources Management “CBHRM” approach to assess our existing human resource competencies. The
CBHRM model comprises Core Competencies values, Generic Competencies personal qualities, and Speciic
Competencies skills and knowledge. These models continued to be developed and improved in support of
fair and transparent employee competence evaluation. The competencies needed by the Company are speciied
in our competency directory, which is regularly updated to keep pace with changes in our business. With the
application of our core values, i.e. Commitment to the Long Term, Customer First, Caring Meritocracy, Co-
Creation of Win-Win Partnerships and Collaborative Innovation, collectively known as Telkom 5C, we have
also updated a number of the skills and knowledge competencies in the competency directory to relect
the transformation of our business portfolio to TIME. Our competency development approach emphasizes
the following: 1. Culture Development, which focuses on the
internalization and reinforcement of our corporate core values as the foundation for building a culture.
2. Role Development, which emphasizes the
development of the personal qualities required by each selecteddeined role category.
3. Job Related Capability Development, which
focuses on the improvement of the capabilities required by the job.
Following the transformation of our business to the TIME business, our competency development has been
afected through education and training to either shift competencies or develop competencies that have a
direct or indirect impact on our business and operational
22.1 42.1
27.9 7.9
Pra College Diploma College
University Graduate Post Graduate
35.4
54.6 10.0
30 31-45
45
PT Telkom Indonesia, Tbk. 2011 Annual Report Moving Forward Beyond Telecommunications
strategies. Training under the ‘Shifting Competencies’ banner develops employee competencies in response
to the shift from TDM-based telecommunications competencies to IP-based telecommunications
competencies and IME Information, Media and Edutainment competencies. Developing competencies,
meanwhile, equips employees with the competencies that support changes in the business portfolio that have
a direct or indirect impact on our business strategy. Education and training programs in 2011 focused
on technology, telecommunications, marketing and management, business information and the development
of new wave business, in line with our vision of becoming the market leader in TIME Telecommunications,
Information, Media and Edutainment. These trainings were organized in cooperation with a number of leading
educational institutions. Our overall competency development strategy
encompasses the following: 1.
Lateral Strategy: training on many-to-many marketing and community marketing;
2. Empower Strategy: training on delivery channels, empowering people and improving sales;
3. Accelerate Strategy: training to support penetration and acquisition, as well as improvement of business
processes; and 4. DNA Strategy: training on exploiting the Telkom
Group’s product oferings, including devices, network and applications or content.
In the interests of enhancing cooperation between Telkom Group business units and increasing cost
eiciency, the Telkom Group is building synergies on program cooperation, participant cooperation, and
cooperation on facilities. Our future leaders are developed through a series of
leadership programs: • Basic Leadership Fundamental Supervisory
Leadership, Functional Supervisory Leadership; • Mid-Level Leadership Suspim 135 B, Public
Leadership for Middle Management; and • Senior Leadership Suspim 135 A, Functional
Leadership, Commander Training, Public Leadership for Senior Management.
A total of 11,874 employees were trained in relation to Shifting Competencies and Developing Competencies
during 2011. Under the Shifting Competencies program, 3,864 employees were trained on Telecommunications,
6,362 employees were trained on Information, 3,266 employees were trained on Media and Edutainment,
both in Indonesia and abroad. The Developing Competencies program consisted of
Leadership Talent Development, attended by 3,172 employees, Telkom’s New Culture 1,714 employees,
Telkom Group Synergy 450 employees, Education program 3 employees, Certiication Program 161
employees and Core Functions 11,874 employees. Selected employees who participate in the overall
development of competency or training programs determined by Company’s interest and employee
necessitates with respect to gender equality. Telkom spent Rp157.0 billion to its education and
training program in 2011, or an average Rp7.9 million for each employee participating in the program.
Other initiatives to develop employee competencies include our Knowledge Management facility, which
gives each employee the opportunity to exchange ideas, concepts and information through articles that
are accessible by all employees. In order to motivate employees to participate in the
various competency development tracks, we have adopted an objective performance assessment system.
For each employee, the performance assessment has two aspects: results, based on individual targets, and
process, based on required competencies. An online assessment is conducted of all related behavior
indicators demonstrated by the employee at work. The results of the competency assessment are linked to
other HR processes, such as competency development, career development, rewards and remuneration,
performance, and our early retirement policy. To strengthen our career development management, we
have a dedicated competency development track for employees who are particularly talented. This consists
of standard and speciic competency development activities, which are articulated in the Individual
Development Program “IDP” of the employee concerned to prepare them to take up key leadership
positions in the Company. The Group has established the Telkom Group Top Talent, a pool of employees
who have demonstrated outstanding competency or performance and have high potential. Through our
PT Telkom Indonesia, Tbk. 2011 Annual Report Moving Forward Beyond Telecommunications
