Preparing our future leaders, an insight from Assessment ... - ACSG

C-Level Executives Profile
in Indonesia:
What’s Hot and What’s Not?
A study from 500+ Indonesian C-Level executives Assessment
Center results
Presented By:
Meitriani Dian Utami
Head of Assessment Center
PT Daya Dimensi Indonesia

Agenda
Background: About Indonesia
Demographics of Assessment Center Methods
Indonesia C-Level Profile Highlights:
Study of 500+ Assessment Center Results
Key Insights & Lessons Learned

Background
• Indonesia : country with largest population in South East Asia
- 240 million people
• The capital City: Jakarta – 10 million people
• Multi-ethnic, religion and language
• Jakarta is the center of business, many multinational
companies, local corporations, joint ventures, etc.
• Indonesia has a mixed economy in which both the private
sector and government play significant roles
• According to World Trade Organization data, Indonesia was
the 27th biggest exporting country in the world in 2010
• Indonesia continues to post significant economic growth. As
of July 2012, the country's economy baseline outlook for
growth is expected to be 6 percent in 2012 and increase to
6.4 percent in 2013 (The World Bank)

Background
continued
Economic
Situation
• Economic Growth: 6.23 - 6.5% (2012 data)
• Inflation rate: 4.9 – 6.2% (yoy 2012 data average)
• Poverty Headcount Ratio: 12.5% (2011 data)
• Indonesia is in Group 5 within the G 20 countries along with nations such as: China, Japan
and South Korea
Political
Situation
• Transparency has grown over the years into something more imperative in every aspect of
society. The changing political situation has encourages human resources managers and
practitioners in many organizations to develop and implement effective ways to assess
and portray employees potential.
• The Assessment Center is seen as a transparent and appropriate tool suitable to the
prevailing needs (measuring tool).
(Vina G. Pendit, Assessment Center Adaptation and Implementation in Indonesia, 2011)

Background
continued
Assessment Center Method Journey in Indonesia…
Year
Event Descriptions
1988 First Assessment Center (AC) Implementation in Indonesia: Largest State-Owned
Telecommunication Company: PT TELKOM
1997 – 2000+ AC implementation in various Indonesia corporations:
- Large State-Owned Postal Company in Indonesia
- Largest Indonesian Commercial Bank
- Largest Private-Owned Holding Corporations (with 77 subsidiaries)
2000+ There is growing need for an accurate tools in evaluating Strategic Leader skills and abilities
as democracy and transparency replaces old school boy’s network as selection method
2003 – Present AC in selecting government officials:
- Judicial commission Republic of Indonesia
- Corruption Eradication Commission Republic of Indonesia
- University of Indonesia Rector selection
2003 Establishment of Indonesian Assessment Center Code of Conduct Task Force
2004 There are more than 8 (eight) Assessment Center Providers in Indonesia
2005 Launching of Indonesian Assessment Center Code of Conduct
2012 SOE Ministry Official Regulation on applying Assessment Center methodology as one of Fit
& Proper Test for selecting SOE Directors

Profile
• 558 C-Level Executives
• 55 Organizations (Large State-Owned and Private-Owned
Companies) ; Over 3,000 employees, assets of over USD
100 Million
Background: About Indonesia
Demographics of Assessment Center Methods
Indonesia C-Level Profile Highlights:
Study of 500+ Assessment Center Results
Key Insights & Lessons Learned
Assessment Center Mechanism
• Participants played a role as Hypothetical Strategic Leader (C-Suite) in a global company. They
engaged in “a day in a life” simulation of C-Level challenges
• Rating system:
– 1 = Need significant improvement
– 2 = Need some improvement
– 3 = Proficient / Effective
– 4 = Above level required
– 5 = Significantly above level required
(Rating 4 and 5 Strength )
Study Method
• Data is from assessment center results of C-Level executives during
last 2 (two) years – [2011 – 2012]
• Analysis are based on similarities of assessment center method and
design used in evaluating the competencies.
• Analysis using average mean rating

INTRAPERSONAL SKILLS:
• Driving for Result
Strategic
Leader
Competency
Profile
LEADERSHIP SKILLS:
• Change Leadership
• Coaching and Developing Others
• Selling the Vision
INTERPERSONAL SKILLS:
• Building Trust
• Developing Strategic Relationships
FOCUSING ON RESULTS (BUSINESS) SKILLS:
• Customer Orientation
• Entrepreneurship
• Commercial Acumen
• Establishing Strategic Direction

Profile of Indonesian
Strategic Leaders
(C-Level Executives) – Demographics
Background: About Indonesia
Demographics of Assessment Center Methods
Indonesia C-Level Profile Highlights:
Study of 500+ Assessment Center Results
Key Insights & Lessons Learned
Telecommunication
Trade & Investment
Real-Estate/ Property Developer
4%
3%
5%
14%
Mining, Oil & Gas
18%
Government, Education & NGO
1%
86%
Banking & Financial Services
18%
Consumer Goods
3%
Male
Female
Manufacturing
36%
Infrastructures, Utilities & Transportation
8%
Agriculture
5%
0% 5% 10% 15% 20% 25% 30% 35% 40%
N = 558

Profile of Indonesian
Strategic Leaders
(C-Level Executives) – Demographics
Background: About Indonesia
Demographics of Assessment Center Methods
Indonesia C-Level Profile Highlights:
Study of 500+ Assessment Center Results
Key Insights & Lessons Learned
Doctorate
3%
Diploma
1%
Above 50
41
194
Bachelors
40%
45-50
38
146
Masters
56%
40-45
34
68
N = 558
30-39
Below 30
17
1
SOE = 426
0
POE = 132
0
0 50 100 150 200

5.00
4.50
4.00
Profile of Indonesian Strategic Leaders (C-Level
Executives) assessed against Executives competencies
– Based on Competency Average Mean Ratings
3.50
3.00
2.50
2.00
2.81
2.20
2.30
1.97
2.99
2.62
2.73
2.58
1.84
2.36
1.50
1.00
0.50
0.00
N = 558

C-Level Group Result Cluster/ Domain Analysis
- Based on Competency Average Mean Rating
2.81
2.15
• Driving for Result
2.81
• Change Leadership
2.20
• Coaching & Developing Others
2.30
• Selling the Vision 1.97
2.81
2.38
• Building Trust
• Developing Strategic
Relationships
2.99
2.62
• Commercial Acumen
• Customer Orientation
• Entrepreneurship
2.73
2.58
1.84
• Establishing Strategic Direction
2.36

Profile of Indonesian Strategic Leaders assessed against
Executives competencies
– Comparison between 2011 & 2012 C-Level Executives (Average Rating)
3.50
3.00
2.50
2.00
2.81
2.81
2.03
2.26
2.34
2.20
1.98
1.87
2.99
2.98
2.64
2.54
2.76
2.66
2.33
2.63
1.90
1.82
2.28
2.40
1.50
1.00
0.50
0.00
Driving for Results
Change
Leaderships
Coaching & Dev.
Others
Selling The Vision Building Trust Dev. Strategic
Relationships
Commercial
Acumen
Customer
Orientation
Enterpreneurship Establishing Strat.
Direction
N 2011 = 167 N 2012 = 391

Profile of Indonesian Strategic Leaders assessed against
Global Executive competencies
– Comparison between Male & Female C-Level Executives (Average Rating)
2.98 3.00
2.90
2.70
2.82
2.80
2.61
2.74
2.66 2.67
2.63
2.57
2.50
2.30
2.18
2.27
2.27
2.47
2.37
2.36
2.10
1.90
1.93
2.07
1.82
1.94
1.70
N Male = 481 N Female = 77

Profile of Indonesian Strategic Leaders assessed against
Global Executive competencies
– Comparison between Male & Female C-Level Executives (Average Rating)
3.00
2.50
2.46
2.51
Overall
Competency
Average Rating
Overall
Competency
Average Rating
2.00
Male
N Male = 481 N Female = 77
Female

Profile of Indonesian Strategic Leaders assessed against
Executives competencies
– Comparison between SOE vs POE C-Level Executives (Average Rating)
3.50
3.00
2.50
2.00
2.82
2.79
2.22
2.12
2.31
2.26
1.96 1.94
2.98
2.99
2.62
2.61
2.73
2.76
2.60
2.60
1.78
2.03
2.37
2.37
1.50
1.00
0.50
0.00
Driving for Results
Change
Leaderships
Coaching & Dev.
Others
Selling The Vision Building Trust Developing Strat.
Relationships
Commercial
Acumen
Customer
Orientation
Enterpreneurship Establishing Strat.
direction
N SOE = 426 N POE = 132

3.00
2.50
2.00
Profile of Indonesian Strategic Leaders assessed against
Global Executive competencies
– Comparison between Industries (Average Rating)
2.41 2.53 2.42
2.29
2.63
2.25
2.42
2.73
2.61
2.68
1.50
1.00
0.50
-
: Industry Average Norm (2.5)
N = 558

Profile of Indonesian Strategic Leaders assessed against
Global Executive competencies
– Comparison between Industries Vs. Indonesia Industry Norm (Average Rating)
120%
100%
80%
96%
101%
97%
91%
105%
90%
97%
109%
104%
107%
60%
40%
20%
0%
Overall
Competency
Average Rating
N = 558

Profile of Indonesian Strategic Leaders assessed against
Global Executive competencies
– Comparison between Industries Vs. Global Standard (Average Rating)
100%
90%
80%
80%
84%
81%
76%
88%
75%
81%
91%
87%
89%
70%
60%
50%
40%
30%
20%
10%
0%
Overall
Competency
Average Rating
N = 558

Profile of Indonesian Strategic Leaders assessed against
Critical Skills Needed by Leaders in the Future
– Based on Competency Average Ratings
5.00
4.50
4.00
3.50
3.00
2.50
2.00
1.50
1.00
0.50
2.20 2.30
1.95
0.00
Change Leadership Coaching and Developing Others Selling the Vision

Background: About Indonesia
Demographics of Assessment Center Methods
Key Insights
Indonesia C-Level Profile Highlights:
Study of 500+ Assessment Center Results
Key Insights & Lessons Learned
• Overall, Indonesia C-Level Executives shows that they are still significantly behind on
Leadership and Business Management Skills. It is shown by the assessment result as
follow:
Leadership Skills
Managing the Business
Selling the Vision (1.97) Entrepreneurship (1.84)
Change Leadership (2.20) Establishing Strategic Direction (2.36)
Coaching & Developing Others (2.30)
• Overall, Indonesia C-Level Executives shows effective skills in Building Trust (2.99),
Commercial Acumen (2.73) and Driving for Results (2.81) while demonstrate fair skills in
Developing Strategic Relationships (2.62) and Customer Orientation (2.58).
• According to Cluster/ Domain analysis, Indonesia C-Level executives are mostly effective
in Interpersonal and Intrapersonal skills while quite lacking Leadership and Managing the
Business skills.

Key Insights (cont’d)
• Compare to critical skills needed by global future leaders (according to global forecast study by DDI – 2012),
Indonesia C-Level executives fall short in mostly Leadership skills (Change Leadership and Coaching &
Developing Others), while maintains effectiveness - mostly – in the area of: result orientation (Driving for
Result – 2.81) and interpersonal skills (Building Trust – 2.99; Developing Strategic Relationships – 2.62)
• On average, Female C-Level Executives (77 pax) are slightly better than their male peers in area such as
Leadership and Interaction Skills. Details per below:
Interpersonal skills (Building Trust – 3.00 vs. 2.98; Developing Strategic Relationships -- 2.66 vs. 2.61)
Leadership skills (Coaching & Developing Others – 2.47 vs. 2.27; Change Leadership – 2.27 Vs. 2.18 and
Selling the Vision – 2.07 vs. 1.93)
Customer Focus (2.63 vs. 2.57) , and
Entrepreneurship (1.94 vs. 1.82).
• While the male C-Level Executives (481 pax) demonstrate slightly better skills in Strategic Thinking,
Commercial Acumen and Result Orientation. Details per below:
Commercial Acumen (2.74 vs. 2.67)
Establishing Strategic Direction (2.37 vs. 2.36)
• Industry C-Level leaders in 3 (three) industry such as: Banking & Financial Services, Telecommunication &
Real-Estate/ Property Developer demonstrate quite significant higher managerial skills than average
Indonesian C-Level leaders (5% and above); while the lowest managerial skills falls into Government,
Education & NGO sector

Meitriani Dian Utami.
Office: +62 21 576 4455
meitriani.utami@dayadimensi.co.id
Thank You