Driven by People and Data, Building HR Digital & Analytics Capability to Enhance Employee Experience

Daniel Kusmanto, Global People Services at ASM

Daniel Kusmanto, Global People Services at ASM

Daniel Kusmanto is a dynamic HR professional with a passion for both people and data. As the Director of Digital HR & People Analytics at ASM, he is at the forefront of revolutionizing HR practices by leveraging technology and analytics. His journey in HR hasn't been limited to technology and data alone; he also possesses five years of valuable experience in HR Services, rounding out his comprehensive understanding of the HR landscape. With his visionary leadership and deep commitment to driving positive change in the HR domain, he continues to pave the way for a future where HR and technology converge seamlessly to create an unparalleled Employee Experience.

Could you kindly introduce yourself and elaborate on your role within ASM?

My primary focus revolves around the digital aspects and data analytics within the HR functions at ASM. This entails overseeing technological advancements and the landscape, along with spearheading initiatives such as building data lakes and dashboards, as well as managing various analytics projects. Collaborating closely with our people partners and business leaders is a crucial aspect of my role. When I joined ASM in 2017, we were at the nascent stage, but now we have successfully developed the entire digital architecture, including comprehensive dashboards. Currently, we find ourselves at a juncture where we are optimally positioned to advance to the next level and effectively integrate these practices into our business processes.

What major challenges the HR sector is currently facing?

One of the significant challenges I observe in the HR sector is the rapid advancement of technology, particularly in the realm of artificial intelligence and automation. This technological progress will inevitably impact HR and have broader implications for the industrial landscape. For instance, instead of traditional training methods, we may consider implementing virtual reality-based training. This raises questions for HR, as businesses expect HR to explore ways to harness and leverage these technologies effectively.

From the perspective of people, HR is often confronted with inquiries about how to utilize these technological advancements to enhance employee productivity. While this responsibility isn't solely borne by HR, it requires a collaborative effort. Transforming the workforce and upskilling employees are persistent challenges that frequently fall within the purview of HR. These questions pose crucial considerations for HR, particularly in light of the evolving technological landscape.

Navigating these challenges can be formidable, especially when dealing with the human aspect of the workforce. Altering established work practices to accommodate technological changes constitutes another substantial challenge, given the ongoing technological advancements.

Another aspect to consider is the talent mobility and its delicate balance. Quantifying aspects such as improved recruitment, for succession planning, internal talent promotion, and identifying skill gaps is a challenging endeavor. These fundamental aspects have far-reaching effects across various HR functions. While qualitative factors remain important, incorporating quantitative metrics can aid in addressing these challenges more effectively and comprehensively.

What strategies are being employed by ASM to address these challenges?

To tackle these challenges, we are actively promoting stronger collaboration between HR and other departments. We firmly believe that HR alone cannot address these issues, so fostering collaboration is key. Establishing robust collaboration with both technology and business functions is crucial. We have adopted a pilot approach, which involves starting with specific initiatives that demonstrate success and then expanding them throughout the organization. For instance, we are currently exploring the implementation of virtual reality training and gamification techniques in HR, starting with the onboarding process.

Furthermore, we are skills assessment tools in a controlled manner, starting with a small-scale application within certain department. By doing so, we can assess their impact and scalability. Our objective is to initiate these pilot projects, be agile in our HR practices, and engage closely with the business to achieve our goals.

Additionally, we are continuously exploring and evaluating other platforms and technologiesto complement our efforts. Embracing innovation is essential as we progress towards optimizing our HR strategies.

How do you think the upcoming technology is going to benefit HR sector?

From my perspective, there are three key areas to consider. Firstly, enhancing HR efficiency is a major goal, and I find robotic process automation (RPA) particularly promising in achieving this objective. HR often involves repetitive manual tasks that can be automated for greater efficiency. Microsoft's Power Automate is one such tool that holds great potential, and I believe there's a lot more we can explore to further streamline HR processes using RPA.

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Secondly, data analysis is becoming crucial in understanding and managing human resources effectively. Gathering insights from various HR data points, such as department transfers, educational backgrounds, and behavioral patterns, is a fascinating development. However, we must strike a balance to respect privacy and obtain consent from employees before delving into their data. The focus should always be on improving employee experiences and well-being rather than using the data punitively.

The third aspect revolves around employee experience, where technology can play a significant role. Creating a more personalized and integrated experience for employees is essential, akin to what customers experience in their interactions with businesses. This involves not only leveraging technology but also reevaluating the flexibility of benefits and policies offered to employees. Tailoring benefits to individual needs, such as providing more time off for those with family commitments or offering higher pay for others seeking financial flexibility, can greatly enhance employee satisfaction.

Ultimately, it's not just about the digital interface but also about how technology enables a better overall employee experience. By focusing on these three aspects—improving efficiency with RPA, respecting privacy while analyzing data, and enhancing personalization for employee experiences, we can propel the HR sector forward and contribute to the growth and well-being of our workforce.

What would be you piece of advice to your peers, the industry veterans or the budding entrepreneurs in your space?

My advice would be to really focus on connecting HR solutions with the core business objectives. It's crucial not just to address HR challenges but also to understand and cater to the overall business needs. This means going beyond the surface and diving deep into what drives the growth of the organization. By understanding the business's revenue sources, key priorities, and growth ambitions, HR professionals can create solutions that truly impact and align with the company's success.

Continuous learning is another key aspect to consider. While reading books is valuable, attending conferences and networking with other professionals can offer practical insights and real-world experiences. Learning from others who have implemented solutions like RPA or faced similar challenges can be incredibly valuable. These interactions enable HR professionals to gain new perspectives, share best practices, and find innovative ways to overcome obstacles.

I also encourage professionals to broaden their skill sets and understanding beyond their immediate areas of expertise. Exploring different aspects of HR, such as internal mobility or people partnering, can open up new opportunities and expand horizons. Embracing diverse experiences can help individuals become more well-rounded and adaptable in their roles.