Tiara Rany

- Strategized the overall Employee Experience and Total Rewards Strategy (Compensation, Benefits, Well-Being, Rewards & Recognition, Development & Career) in Sinar Mas Land in order to create a real great place to work. - Synthesized the C&B Strategy and practices in Sinar Mas Land, managed the practices, and coordinated with the HC Operations team on the implementation; should there be any exception requests. - Performed the Workforce Analytics via multiple perspective of EX and Total Rewards in order the support the Strategic Workforce Planning; coordinating with OD Department. - Closely coordinated with the Vice Chairman Office and Corporate Human Capital Strategy Division Head to propose breakthrough initiatives in Human Capital Practices, balancing the Business & People Needs for the company’s prosperity via Data-Driven Decision Making Approach.

- Managed the overall Corporate Performance Management and Individual Employee Performance Management; compiled and processed the data to be used in the Rewards & Recognition part (to People & Business Analytics function and C&B/HC Operations) and Talent Management part. - Developed the BOD/BOC Performance Management System, collaborated with IT and HCIS function, in order to provide pleasant experience and easy monitoring and calibration. This system is synchronized with Company’s Performance, in collaboration with Corporate Secretary and Vice Chairman. - Analyzed and compiled the report on Performance Management across Sinar Mas Land, monitored the rating mismatch (compared to the score), and suggested the evaluation on the Performance Management System, - Facilitated the rating calibration for all level in Sinar Mas Land up to the CEO levels; provided sufficient data and challenged the leaders on rating definition.

- Planned, designed, and established the overall Organization Development practices during the consolidation of Sinar Mas Land (PT Bumi Serpong Damai Tbk., PT Duta Pertiwi Tbk., and dozens of business entities across Indonesia) - Collaborated with the Vice Chairman Office to perform the Organization Effectiveness Assessment, Organization Redesign, and Manpower Planning. - Managed the Talent Management cycle in terms of Talent Movement, Promotions, and Development to ensure the talent bench strength is sufficient and can support the future business needs. - Conducted the foundation of Job Analysis & Job Evaluation Process across Sinar Mas Land to set the clear Human Capital fundamental practices, accountabilities, people development, talent assessment, etc. - Established the Job Families and skills mapping to actively evaluate the business needs based on the talent competencies. - Planned, managed, and monitored the SAP HCM implementation along with the IT Team in Sinar Mas Land across the business entities, ensuring the proper data and access are governed well and secured. - Set the Company Regulations as well as Principles & Practices related to Human Capital, business process related, etc.

- Managed the effective end-to-end Talent Acquisition activities, ensuring company’s readiness in succession plan from external talents needs. This part was also synchronized with the Talent Review results to identify the external needs. - Regularly monitored and reviewed the Performance Management System; especially in the part where it interacts with the Career Management processes. - Planned, facilitated, and developed the Succession Planning for the whole organization for the talents at Superintendent level and above; equipped the Succession Plan with the Career Development Movement Plan and the Replacement Table Chart for employee at Section Head level and up. - Developed and recommend the new Integrated Talent Management system to be able to catch up with talents dynamics.

- Monitored and provided improvement recommendations in terms of level of performance and services provided by departments under Human Capital. Assigned the Human Capital related tickets to be solved by respective department. - Ensured all Human Capital Systems are well integrated and meet the business process performed. - Reviewed and provided recommendation upon existing systems, policies and procedures of departments under Human Capital, then facilitated the development of systems, policies and procedures of departments under Human Capital. - Acted as the Human Capital Central Reporting for internal and external purpose by providing Human Capital Executive report for Astra Group, Social Report for GDFSUEZ, HR Medium Term Plan, and other requested reports. - Assumed the role of Top HR Representative for HR Department of GDFSUEZ. - Monitor OPEX budget implementation of departments under Human Capital.

- Performed the Strategic Workforce Planning (Build, Buy, Borrow, Bot) and provided the recommendation on organization design and structure; also conducted Workload Analysis to measure the Productivity. - Managed and developed the supporting system of Organization Development and Talent Acquisition management. - Facilitated the Manpower Planning for the business users (management), performed the review and monitoring for the whole organization, such as ensuring the proficient selection in OD and Talent Acquisition process implementations. - Manage the Talent Acquisition cycle (sourcing, recruiting, offering, onboarding) and monitor the Requisition Fulfillment Rate to ensure the goals to achieve external talents can support the Strategic Workforce Planning. - Managed the Talent Review process by conducting the thorough assessment for the fit-gap analysis (business & people) - Developed, managed, and evaluated the Talent Management System, as well as synthesized the Behavioral Competency Matrix and Dictionary. - Conducted the Job Analysis & Job Evaluation in order to synthesize the updated Job Description, Job Grading (Job Size & Job Profile) for all positions, and further for the Salary Grading re-evaluation for all functions/positions. - In-charged for the Social Report of GDFSUEZ, HR Medium Term Plan and other management reports.

- Conducted the Manpower Planning exercise, planning and performed the monitoring of the implementation. - Assisted in Job evaluation Project, Salary Survey & Job Grading, and developing HR procedures. - Managed the end-to-end Talent Acquisition activities as per standard operating procedure. - Coordinated with Top Management and all Division Heads to formulate Organization Structure, SOPs, SOPs socializations, SOPs implementations, SOP evaluations/audits, and SOPs amendments. - Collected multiple data within HR and compiled the HR reports for the top management to make strategic decisions. Also, managed the employee database, organization structure, and identified the potential issues. - Conducted the Rewards & Recognition activities from the socialization, Performance Calibration / Review, up to the performance reward to cultivate the meritocracy culture.

- Managed the Talent Acquisition activities and performed the talent acquisition analysis for better team performance. - Assisted the OD and C&B Strategy Team for the new HR projects/initiatives, such as Job Grading