ANALYSIS OF MAYBANK INDONESIA

HUMAN CAPITAL INFORMATION SYSTEM

AND GLOBAL TALENT MANAGEMENT

ADYANSYAH PATONANGI
29116352

Bandung Institute of Technology

School of Business and Management
Master of Business Administration
1. Maybank Indonesia Company Profile
To be the leading financial services provider in Indonesia, driven by passionately
committed and innovative people, creating value and serving communities
-Vision of Maybank Indonesia
PT Bank Maybank Indonesia Tbk (Maybank Indonesia or Bank) is one of the leading
private banks in Indonesia that also become part of Malayan Banking Berhad (Maybank) Group,
one of the largest financial services group in ASEAN. In 2008 Maybank acquired PT Bank
International Indonesia (BII) through its full owned subsidiaries, and then in 2015 based on
resolution of EGMS, approval of Ministry of Law and Human Rights of Republic of Indonesia,
and decree of OJK, BII became Maybank Indonesia, confirming its identity as an inseparable entity
of Maybank Group and constantly strive to bring Humanizing Financial Services to all
stakeholders.
Maybank Indonesia is currently one of the largest banks in Indonesia that connected to
regional and international network of Maybank Group. As of 31 December 2016 Maybank
Indonesia had 428 branches including Shariah branches and micro functional offices spread across
Indonesia, two overseas branches (Mauritius and Mumbai, India), 19 Mobile Cash Vehicles and
1,633 ATMs including CDMs (Cash Deposit Machine) which all connected to more than 20,000
ATMs in ATM PRIMA, ATM BERSAMA, ALTO, and CIRRUS networks and connected to 3,500
Maybank ATMs in Singapore and Malaysia through MEPS network.
Maybank Indonesia provides a comprehensive range of products and services for individual
and corporate customers through Community Financial Services (Retail Banking and Business
Banking) and Global Banking as well as auto financing business through its subsidiaries namely
WOM Finance for two-wheeled vehicles and Maybank Finance for four-wheeled vehicles.
Maybank Indonesia also continues to promote e-banking services and capacity through Mobile
Banking, Internet Banking, Maybank M2U (internet based mobile banking) and other several
channels. As of 31 December 2016, Maybank Indonesia managed Rp118,9 trillion in customer
deposits and Rp166,7 trillion in assets.
As reflected in their vision and mission, Maybank Indonesia believes that human capital is
a strategic factor in attaining their corporate vision of becoming the most renowned relationship
bank in Indonesia. Developing the talents remains a priority for Maybank Indonesia to achieve the
sustainability which is they believe it is dependent on the quality of its workforce. They convinced
that cultivating the right culture and environment is imperative in their way of nurturing an
ambitious, able and cohesive talent pool that will lead to better value creation for all their
customers and stakeholders.
2. Maybank Indonesia Human Capital Management
Maybank Indonesia have a mission to Humanizing Financial Services to all their
stakeholders, which led to a very careful and developing system in terms of managing their talent
pool. They direct the development of their talent carefully through the Maybank Human Capital
Strategy Map (HCSM). The framework of human capital management at the Bank is based on a
comprehensive development process: recruit right, develop right, perform right, reward right.
Implementation of these four processes is closely linked to implementation of the Banks values
(Teamwork, Integrity, growth, Excellence & Efficiency and Relationship Building or TIGER) and
the four pillars of Employee Value Proposition (go Ahead. grow, go Ahead. Fly, go Ahead. Create,
and go Ahead. Care) as part of the Banks commitment to prioritizing balance between work
productivity and personal life the work-life balance.
They also set standards of performance assessment, apply a career development system and
offer fair remuneration packages based on performance, as well as carrying out regular employee
engagement surveys as a means of getting the feedback for Human Capital enhancement. To assess
the performance of the employees, they also implement the policy based on individual competence
regardless of gender, cultural background or other discriminative reasons. In 2016, they carried
out engagement activities focused on improving three working characteristics Perform, Comply
and Accountable.
In 2016 Maybank Indonesia recruited a number of employees, both fresh graduates and
existing professionals, in order to support business expansion. Continuing the program from the
previous year, Maybank Indonesia managed to recruit 72 participants to its Management
Development Program (MDP), divided into four batches, while 215 participants joined the
Community Services Internship Program (CSIP), with a number subsequently hired as Maybank
Indonesia employees. The Bank also continued its global Maybank Apprentice Program (GMAP),
which is integrated with Maybank group, and succeeded in recruiting two participants to GMAP
from the Maybank go Ahead Challenge (MGAC).
Overall the Bank is committed to ensure its human capital qualities and capabilities are
continuously strengthened in the midst of increasingly aggressive business competition. This is
supported by refinements within the organization and technology infrastructure as well as in
standard operating procedures (SOP) to match with industrys best practices. In 2016 Maybank
Indonesia won the Indonesia Human Capital Awards in 8 categories, which include Best Human
Capital for Public Company, Best Human Capital of the Year 2016 and etc. it was given by
Economic Review Magazine. The organization of human capital department in Maybank
Indonesia is led by the Director of Human Capital, and consist of six sub department in order to
developing the talent at the company. In 2016, Bank succeeded in keeping employee turnover rate
at 9% by carrying out comprehensive employee turnover control efforts
Human Capital Development Strategy
In embodying of the vision of becoming the most renowned service provider in Indonesia
and carrying out the mission of Humanizing Financial Services, Bank is committed to be an
employer of choice by applying an innovative and sustainable human capital framework to create
value and serve the community. Bank believes that human capital development strategy is an
important stage of ensuring the best services for customers amid tight business competition.
Human Capital Directorate has a critical function at Bank as a strategic business partner to
ensure implementation of human capital development strategy in order to attain growth and
productivity in line with Bank targets. The success of human capital management strategy depends
on the active role of line managers as extensions of the Human Capital Directorate. In the third
quarter of 2016, a Human Capital for Non-Human Capital training program was launched to
educate and train line manager on managerial abilities related to concepts of human capital
management and its application within working units.
Banks HC development framework is based on a comprehensive development process, from
recruitment (recruit right), employee development (develop right) and employee performance
(perform right) to employee remuneration (reward right). Implementation of these four processes
depends on the application of Banks values (Teamwork, Integrity, Growth, Excellence &
Efficiency and Relationship Building TIGER) and the four pillars of Employee Value
Proposition (EVP) Go ahead. Grow, Go ahead. Fly, Go ahead. Create, and Go ahead. Care as
part of Banks commitment to promote employees work-life balance.
Human Capital Information System
In order to support the services for all employees, Human Capital Care Team was formed
and dedicated to help employees to overcome issues related to human capital. Information on
human capital processes is also available online through the MyHR2u portal, aimed not only at
personnel of Human Capital Directorate, but also accessible by all employees every time they
access internet networks through web page https://www.myhr2u.maybank.co.id.. MyHR2u portal
is a breakthrough from Human Resource Information System (HRIS) based on employee self-
service and manager self-service. It is continually developed in order to facilitate employees in
human capital processes, such as benefit information, employee insurance and loans,
administration employee affair, work assessment, helps e-learning, etc. The MyHR2u portal also
helps in the implementation of a range of programs requiring employee involvement. In 2016
Maybank Indonesia have won the Indonesia Human Capital Awards from Economic Reviews, and
they achieve the top five of the Best HR Technology company in Indonesia.
Maybank Indonesia continually carries out simplification of technology based performance
management processes, with monitoring and assessment of employee performance carried out
online through internet networks. One of the challenges to technology-based performance
management is that it is a mechanistic evaluation process that involves insufficient interaction
between employees and line managers. In order to overcome this problem and maintain Banks
excellent performance management, Human Capital Directorate works with related working units
to ensure alignment between Bank targets and the KPIs targeted for employees and working units,
with implementation of a culture of coaching in Performance Improvement Plans.
Maybank Indonesias developing their talent through on the job learning, mentoring or
coaching and the last is formal training which can be done through e-learning. Since 2006, the
Bank has developed an e-learning portal for a range of training materials that can be accessed by
all employees. The development programs begin with a Person Development Plan (PDP) for each
employee through the MyPDP online system in place since 2015. Others than the internal
employee, Maybank Indonesia also provide the information system for the outsourcing vendors,
where the bank improved the process of outsourcing management and increasing the active role
played by work units and branches through the Outsourcing Management System, with some
online features accessible by outsourcing vendors.
In order to improving the execution of Shariah First strategy, Maybank Indonesia Shariah
Business Unit also focused on expanding the skills and knowledge of its employees through digital
information system. Shariah banking education programs have been delivered to all Maybank
Indonesia employees through Shariah Business School Online Training that includes an e-learning
module on the Foundation of Shariah Banking launched in 2013, e-learning Comprehension of
Shariah Banking that was launched in 2014, and e-learning Mastering Products of Shariah Banking
launched 2015 in addition to in-class training. Collaborating with Human Capital (HC), Maybank
Indonesia UUS monitors Shariah e-learning process especially for employees that are required to
take Shariah training as part of on-going improvement efforts.
The human capital department also collaborate with the IT department to conducting training
for improving the competence of all IT personnel or IT users, in part of IT governance framework
as a central feature in maintaining IT service across all networks. Therefore, the Bank has
continued to conduct trainings to improve the competence of human resources of its IT personnel
and users. To that end, Bank has had 68 IT training packages consist of internal and external
trainings and participated by 186 employees.
Digital Transformation
As part of Maybank Indonesias initiatives in support of the Less Cash Society promoted
by Bank Indonesia, Maybank Indonesia in 2016 actively developed e-channel services as an IT
based service network for non-physical interactions with customers, as well as developing branch
office networks. Physical tools used include EDC, ATM and CDM machines, while non-physical
tools include internet banking and mobile banking. The primary benefit of this network is that all
transactions can be carried out at any time, without depending in office operational hours, and at
any time, as long as there is a connection to a telecommunications network.
In line with Maybanks mission of Humanising Financial Services, Maybank Indonesia
continuously develops e-channel services to offer convenience to customers in carrying out
banking transactions, as well as boosting non-cash transactions in line with initiatives from the
Government and Regulators. In 2016, a range of initiatives were carried out to develop e-channel
services, including adding payment facilities through Maybank2u Internet Banking and SMS+
Banking, as well as upgrades to Debit/ ATM cards and ATM networks to Chip technology in order
to increasing transaction security for customers in line with a program from Bank Indonesia. These
developments provided a positive contribution to Maybank Indonesia in the form of boosting
customers loyalty and the number of e-channel service users, as well as increasing transactions
and fee-based income from e-channels in 2016.
The number of users of Maybank SMS+ Banking as of December 2016 stood at 480
thousand users, an increase of 17% compared with the end of 2015. Total transactions in 2016
stood at 7.2 million transactions, a 16% increase in total transactions against total transactions in
2015. Maybank2u Internet Banking as e-channel services of Maybank Indonesia recorded rapid
growth in 2016, on the back of various services and promotion development. As of December
2016, total users of Maybank2u reached 150.000, increased by 36% compared to the end of 2015.
Total transaction during 2016 was 20 million transactions, grew 38% compared with the 2015
transactions.
Global Human Capital
As part of the Maybank Group network that spread across a number of countries, the Bank
offers opportunity for all employees to take part in regional-scale projects and international
assignments for period of range from six months until two years or more. This aims to increase
competency and international perspective in support of the Banks position as a regional player.
The Bank also carries out an international recruitment program called GMAP (Global Maybank
Apprentice Program) integrated with Maybank Group and successfully recruited two GMAP
participants from the Maybank Go Ahead Challenge (MGAC) competition. Since the international
assignment was launched in 2011, 63 talents have been seen on international assignments at
Maybank branches in Kuala Lumpur, Singapore, Myanmar, Thailand, London and Mauritius.