Fostering Talent & Leadership Growth in HR Tech Space: TechHR Pulse interview with Adhika Widya Sena

In the rapidly evolving HR tech space, fostering talent and leadership growth is essential for staying competitive and driving organisational success. With the integration of advanced technologies such as AI, automation, and data analytics, HR leaders must focus on strategic talent management, continuous learning, and skill development. Additionally, there is a need to build a strong leadership pipeline to enable strategic talent management and learning programs. This will ensure that organisations can adapt to the shifting demands of the workforce. 

In this exclusive interview with People Matters as part of TechHR Pulse Indonesia buzz, Adhika Widya Sena, Director - People & Organisation, Novo Nordisk Indonesia talks about leveraging HR tech tools that can create talent agility, developing responsive people-centric strategies that enhance employee engagement and taking the onus on fostering leadership growth tailored to business needs.  

With the rise of AI, the permanence of hybrid work and the fast-changing skills landscape, there has been a lot of change in the HR tech landscape over the last year. What are some of the top trends you’re following in the HR technology ecosystem?

The HR tech ecosystem has made significant strides towards digitalisation across various HR functions, from interviews and coaching to performance management and employee appraisals. For example, there is a shift from face-to-face interactions to online platforms and implemented comprehensive dashboards to enhance these processes. AI has played an increasingly central role, streamlining organisational workflows and introducing predictive analytics to improve decision-making. Whether it's in onboarding or offboarding programs, or refining employee evaluations, AI has become deeply embedded in our HR ecosystem, pushing us towards more efficient and data-driven operations.

According to you, what are the essential pillars of talent development, and how have you implemented them at Novo Nordisk Indonesia?

At Novo Nordisk Indonesia, talent development is anchored on three fundamental pillars that include performance management, individual development plans, and diversity & inclusion. This holistic approach has been adapted to sustain a high-performing and motivated workforce.

I believe that performance management is central to our strategy. We prioritise setting ambitious targets, providing continuous feedback, and fostering a culture of responsibility. This system aligns personal objectives with the company’s strategic intentions, ensuring each employee comprehends their role in our collective success driven by our shared purpose.

Individual Development Plans (IDPs) are leveraged to enable employees to take charge of their career growth. These tailored plans align career aspirations with practical steps, supported by resources and coaching. Grounded in the 70/20/10 learning model (where 70% of learning happens through on-the-job experience, 20% happens socially, and 10% via formal training), IDPs integrate professional development into daily tasks and involve ongoing discussions between employees and managers to monitor progress, reassess goals, and explore new opportunities.

In addition to the above two pillars, Diversity and Inclusion (D&I) are also fundamental to our approach to talent development. We have fostered an environment that values diverse perspectives, enabling all individuals to make significant contributions. Our efforts have led to significant improvements in representation and diversity across the whole organisation up to the leadership level, reflecting our commitment to building a workplace where every employee feels they belong and have equal opportunities to achieve their potential. We also continue to strengthen our robust and diverse succession planning.

As the Director - People & Organisation at Novo Nordisk Indonesia, what methods do you employ to balance HR tech adoption and leveraging it for business-oriented talent development, and which strategies have proven most successful for you?

I think that it is important to grasp the future business and organisational objectives. By understanding where the company intends to go, we can prepare our current organisation by incorporating both internal and external best practices.

We, as an organisation, promote an enterprise mindset that nurtures a culture of continuous improvement, collaboration, and innovation. This encompasses valuing diverse perspectives and achieving our strategic goals in alignment with the Novo Nordisk Way, our set of guiding principles which underpins every decision we make. Through our Individual Development Plans (IDPs) and leadership development programs, we aim to bolster individual preparedness by incorporating internal & external best practices, including the use of advanced technologies based on employee roles. These initiatives ensure our talent is well-rounded and equipped with the necessary skills to succeed in a dynamic environment.

What key leadership lessons do you believe are crucial for the success of a talent leader adopting HR Tech for fostering talent growth?

I believe that cultivating an enterprise mindset and embracing learning agility are essential for nurturing talent development with evolving HR technologies.

Firstly, possessing an enterprise mindset in HR means comprehending and aligning a people-centric framework with broader business objectives. It involves understanding the larger vision and recognising the direct impact of talent growth on the company's success.

Secondly, there is the necessity to learn, unlearn, and relearn in the current world of work as we encounter new challenges and opportunities. It is prudent to create talent development programs that are flexible and adaptive, ensuring our employees continually acquire the most current skills and knowledge that also align with business needs.

What advice would you give to fellow HR leaders on balancing talent expectations with business needs for growth?

I believe that HR leaders must serve as advocates for truth by comprehensively understanding the organisation's context and devising intelligent strategies that bridge gaps between talent expectations and business requirements. By deeply grasping the current state of the organisation, HR leaders can communicate with clarity and foster trust. 

Additionally, it is crucial for us to fully embrace HR technologies and data analytics to stay aligned with our talent development goals. By integrating advanced tech tools, we can create more effective strategies that cater to both employee growth and the company’s broader objectives. Data analytics, in particular, allows us to track progress, identify skill gaps, and make informed, data-driven decisions that support long-term success. This approach not only improves efficiency but also ensures that we are cultivating a workforce capable of driving the business forward in a competitive environment.

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