Orange Sponsorship The 3rd Jobstreet.com Career Congress

Jakarta, October 6, 2016 - OrangE as an HR solution participates as sponsorship in The 3rd Jobstreet.com Career Congress with the theme of Millennial Generation, Dilemmas, and Solutions Work For Them.Millennial generation (Gen-Y) is a generation born in the span of the early 1980s until 2000. Millennial behavior as follows: multitasker, tech-savvy, collaborator / cocreator, social, adventurer, transparent, work-life balance.Gen Y, aka Millennials, live in an era that is more democratic and decentralized, making them feel they have autonomy over their lives. Millennials live with curtailing freedom of expression and open-mindedness that sometimes regardless of the thoughts or opinions of others, in addition to the culture of instant increase the level of no-show when the interview session.What other problems that may occur because of these cultural differences in the world of work?At the 3rd Jobstreet.com career congress, OrangE as an HR Solution gives a presentation and discuss to find solutions for the problem with our HR Consultant.

Crafting A Better HR Technology Contract

In an ideal world, there would be no need for contracts between HR and it's IT providers because each party could be counted on to meet the other side's expectations. But agreements are written to govern the imperfect world in which we live and work. To that end, here are steps HR professionals can take to reduce risks to their organizations and secure recompense if the vendor's promises aren't realized.Be Clear and PreciseHRIS leaders should take a proactive negotiating stance to ensure that tech providers are held accountable for performance after a new system is purchased. Although many vendors maintain that the boilerplate contracts they use can't be modified because those contracts have been meticulously constructed by attorneys, experts say there is usually leeway to insert addendums and other languages.One of the biggest areas of contention can be service-level agreements (SLAs), which detail how vendors will manage client accounts after the technology is deployed. Negotiating a good SLA with software-as-a-service vendors is particularly important, given the challenge of identifying the root cause of performance breakdowns in more complicated cloud environments.Set ExpectationsA vendor's failure to meet requirements spelled out in the agreement should result in actions that compensate the client for its losses. These penalties should be clearly stated. If a cloud provider doesn't meet its obligation to ensure an agreed-upon 99.5 percent of a monthly system "uptime". Uptime is the time a system is operational and available and is a measure of reliability. Credits are typically applied as a percentage discount against future monthly service fees.Assess SecurityGiven that cloud vendors will have control over your sensitive HR data, it's crucial that contracts address how information will be protected in storage and in transit. HR should also verify that a provider has adequate insurance in the event one of its employees causes a data breach.Iron Out ImplementationWhether they are addressed in the contract or not, system implementation issues need to be ironed out in the negotiating stage. The stakes for HR during this period are high, given that the seamlessness, or lack thereof, of the system implementation, has a big impact on user adoption, which is a key measure of a new technology's success.Anticipated Staffing ChangesHaving the right vendor personnel assigned to your account is key to a successful relationship. But the customer doesn't always have the ability to choose the staff assigned to its project. It's not unusual for senior personnel to shepherd the start of a system implementation, for example, only to delegate the rest of it to less-experienced junior staff as the process unfolds. That's why some HRIS leaders insist on a contractual clause that gives them the right to preapprove vendor staff assigned to their projects.Have an Exit PlanMake sure to consider what your "tipping point" is for exiting a contract, whether it is one major issue such as a data breach that is the fault of the vendor or a series of small problems that aren't resolved.

Indonesia's Best Companies to Work for in Asia

Jakarta, April 8, 2016 - PT Lautan Luas Tbk, as our head company have won the award in the event HR Asia in 2016. This award is given to PT Lautan Luas Tbk as one of the best companies to work for in Asia.Winners of the award are selected from 138 nominees among 20 industries, based on a proprietary survey that assesses the company's working environment, HR practices, employee engagement and the resulting job satisfaction.Survey participants were asked affirmative statements about their employers, and either agree or disagree with each of the statements. Based on these answers across the survey, the top 3 areas that employees in Hong Kong agree about their jobs are:The Need to Meet and Exceed Customer ExpectationsTaking Pride in the OrganisationKnowing What is Expected of the Employee at WorkOn the other hand, the 3 areas that score the lowest in the survey (i.e. the ones which the employees feel their companies can improve on) are:Receiving Recognition for Doing Good WorkConfidence in Senior ManagementEmployee RetentionAs a subsidiary, PT Strategic Partner Solution proud and make this award as an inspiration for good employers.HR Asia is Asia's most authoritative publications for HR professionals and the awards covers 12 markets across Asia.Source here

Creating Your HR Technology Strategy

Changing employee expectations, new technologies, increasing globalisation and a need for agility in the face of a turbulent business environment mean that tomorrow's workplace will be barely recognisable from today. HR will need to respond accordingly.The impact and use of technology in the Human Resource function has seen a rise in importance as HR leaders are becoming a valuable part of strategic senior leadership. Once viewed as a cost center part of the business, organizations are now including HR as part of key decision making. Technology is enabling HR leaders to create a true business case for what they bring to the table and to manage their people more effectively.To be truly valuable to the business, HR data should be combined with business performance data to generate trends and correlations that push towards the "why" rather than the "what". Historically, IT has had access to business data and HR relied on them to create workforce reports. But as HR technology has advanced, workforce analytics tools have become increasingly easy to use. These tools deliver actionable insights about the flow of talent into, through and out of organizations over time, to help organizations make informed decisions about how to better manage its people and evolve its culture.Cloud-based learning, collaboration and performance management are among the HR technology trends 2016 that are conspiring to put more control over HR processes in the hands of employees and managers, according to a new report released at the HR Technology Conference & Exposition at Las Vegas October 20152016 Trend HR Technology understand two things:How organizations use HR technologyHow HR technologies impact organizational performanceHR departments are often seen as a non-value adding cost-center function within a business. But, among many other things as finding and attracting talent is a value add that has direct bottom line implications. Developing people increases retention, reduces expense and makes the company more responsiveIn a thriving job market and with the social work habits of millennials, job hopping is on the increase. Shorter stints in a company are becoming the rule, especially compared to the "lifer" mentality of the baby boomers. With talent acquisition being extremely costly for organizations, HR departments are deeply concerned with ways to retain their workforce longer. Succession plans are required to manage the consequences of shortened job. Companies require a strategic plan for employee talent and development cultivates internal talent to meet evolving company needs. Leveraging HR technologies to accomplish these needs is an important part of the overall strategy. The correct system gathers data to create insights.A successful employee engagement strategy involves technology with an intuitive user experience. The younger workforce has an expectation for user friendly technologies and is often resistant to antiquated HR systems. With the correct execution of HR technologies, HR leaders can work to accomplish the following for their workforceTackling core HR processes effectively is a paramount to success. Paying those currently on staff and ensuring that benefits, maternity, permits to work, taxation, employment laws and all the basics are in perfect shape must be in order first before HR can worry about other areas of development. Organizations are nervous to rely on technology only as this area carries much variation with individual regulatory concerns, qualifications for different types of employees, work schedules: full time, part time, seasonal, etc.But technology can also allow organizations to quickly achieve what they need to in these important areas, so that HR professionals can concentrate on more strategic, value adding tasks:Managing multiple payroll structures in one systemTrusting vendors to ensure employment regulations & compliance requirements are met and consistently updatedManaging employee benefits and creating ongoing review processesProviding an employee self-service to review and change personal informationEffective training and learning begins in the onboarding process and extends throughout the employee's life with the company. The more knowledge and learning, the greater the value add. The best use of learning technology is to develop the team in increasingly effective and efficient ways.The HR function is broad and requires many unique bits of functionality in order to achieve operational requirements. Successful HR Technology implementations depend on the interface and integration of a variety of technologies. Each individual HR setting requires a unique set of technologies based on the organization's priorities.For this reason, the most effective HR Technology problem solving begins with a clarifying view of the problem followed by an agnostic investigation of possible technology solutionsEmployees now want access to the same tools HR has-and they expect those tools to be simple, effective and even enjoyable, just like consumer technologie. When technology is more social, mobile and accessible, employees are more engaged, productive and fulfilled-which results in a positive impact on the bottom line.The correct systems can create an HR environment where the technology frees up HR leaders' time to focus on the needs of the organization and become a strategic part of the business. HR Leaders want technologies that help them execute their strategies. Instead, they are often pointed to HR Technologies that require adjustments to the strategy. A key component of a successful software selection and implementation process is understanding what the business needs and designing the strategy first.

10th Indonesia HR Expo

Jakarta, December 11, 2015 - PT Strategic Partner Solution attended the 10th Indonesia HR Expo at the Jakarta Convention Center (JCC) by brought its HR solution that is ORANGE. The event was attended by more than 600 participants both from within the countries and abroad as an exhibitor and seminar participants. ORANGE is following events of HR Expo Indonesia from year to year to see the latest trends regarding human resources as well as to introduce more ORANGE itself.To attract visitors, ORANGE provided a comfortable booth to do consultation and did not forget to give souvenirs from ORANGE for expo's participants who was attended the booth and knew ORANGE. Indonesia is expected to follow the HR Expo, ORANGE might be the top of mind human resources applications.