Building an inclusive and engaged workforce by putting people first

Maximising opportunities to unlock the full potential of every employee is one of HR’s key roles, says Indosat's Irsyad Sahroni.

“For Indosat to grow, we have to grow our people. In principle, we always strive to create the best employee experience where every employee feels professionally and personally valued as an individual.”Irsyad Sahroni, Director and CHRO, Indosat Ooredoo Hutchison.


Established in 2022 by the merger of Indosat Ooredoo and Hutchison 3 Indonesia, Indosat Ooredoo Hutchison is an Indonesian telecommunications provider hiring about 6,000 employees.

Irsyad Sahroni, CHRO of Indosat Ooredoo Hutchison, has led the people integration of the two companies, bringing together different corporate cultures and different ways of working to create a unified “One Indosat” team.

In an exclusive interview with HRM Asia, Irsyad shares his learnings and experiences from this major people integration and highlights winning strategies that have allowed Indosat Ooredoo Hutchison to empower their employees to collectively drive business growth.

What were the key challenges you faced when creating a unified “One Indosat” team after the merger and how were these overcome to meet the diverse needs of employees?

Irsyad Sahroni: Since the initial stages of preparation for the merger, we were deeply aware that many mergers fail to deliver the promised value. We recognised that the most significant challenges would lie in integrating cultures and aligning the people from both organisations to the unified vision. Consequently, we undertook proactive measures well in advance to address these potential matters. We are blessed to have highly supportive shareholders who have backed our integration efforts, enabling us to navigate these complex processes effectively.

At Indosat, we believe in a people-first philosophy, which is reflected in our three corporate values. We embrace the “Heart” of our company, genuinely caring and making daring choices to create a better world for our employees and stakeholders. Our “Radiance” shone through as we placed inspiration at the centre of our powerful leadership, guiding our teams with a clear vision and purpose. Moreover, embodying the spirit of “Better Together,” we broke down boundaries and brought people together, fostering a cohesive and collaborative environment that was crucial for successful integration. By adopting these values, we have not only facilitated a smooth merger process but also set the foundation for a unified, high-functioning organisation that is well-equipped to achieve its goals and create a positive impact in the industry.

To ensure a seamless transition while continuing to drive business growth, we rigorously planned our change management strategy. This involved a detailed, step-by-step approach to guide the organisation through the merger, minimising disruptions and maintaining operational efficiency. Building trust through transparent and consistent communication at all organisational levels was paramount. We prioritised the people agenda at the management level, establishing dedicated teams to address the diverse needs of our employees and ensure their concerns were promptly addressed. By fostering a cohesive culture through the creation of a unified identity and organising engaging, collaborative events, we facilitated better understanding and camaraderie among employees. All these initiatives were instrumental in shaping a high-performing organisation, ultimately ensuring the long-term success of the merger.

In your opinion, what are employees in the various stages of their careers looking for today?

Irsyad Sahroni: At Indosat, we believe that our company serves as a growth platform, meaning that every employee can grow to be the best version of themselves. Our role in Human Resources is to maximise opportunities and unlock the full potential of every employee. I firmly believe that everyone has the capacity to grow, though everyone has unique needs and aspirations. From my experience, I’ve observed that employees at different stages of their careers have distinct needs and aspirations.

Early-career professionals typically seek opportunities for learning, mentorship, skill development, clear career progression, and flexible work arrangements. As they transition to mid-career, their priorities often shift towards stability, leadership roles, work-life balance, and recognition for their contributions. Senior professionals, on the other hand, value strategic influence, the ability to make a significant impact, and opportunities for succession planning and mentorship. We are committed to addressing these varying needs to ensure that our employees thrive at every stage of their careers.

Despite their different priorities, employees across all stages consistently emphasise the importance of having a clear strategic direction and confidence in their leaders. This underscores the necessity for transparent leadership and a well-defined organisational vision that resonates with all generations. Providing such leadership and vision is crucial for fostering a cohesive and motivated workforce, ensuring that every employee feels valued and empowered to achieve their full potential.

What do you see as the most effective employee retention strategies in 2024?

Irsyad Sahroni: For Indosat to grow, we have to grow our people. In principle, we always strive to create the best employee experience where every employee feels professionally and personally valued as an individual. We also realised the dynamic changes over the past few years have compelled us to reassess our talent retention strategies to align with Indosat’s growth vision.

First and foremost, providing career development opportunities through continuous learning avenues, professional growth programmes, and clear career progression paths is highly important. We acknowledge our employees’ aspirations and identify the skills gaps they need to bridge to succeed in their next roles, through individualised development plans. These initiatives demonstrate our commitment to investing in employee growth and helping them build their skills and careers within Indosat.

Furthermore, it is crucial to instil a sense of purpose in the workplace, where employees feel their work contributes to the larger mission of the company, At Indosat, with our larger purpose of “Empowering Indonesia,” we aim to ensure that every employee understands the significance of their role in advancing the nation. It’s vital for us that each team member believes their contributions directly impact and benefit the community and the country.

Additionally, maintaining open and transparent communication is essential to ensure employees feel heard and informed about company decisions and changes. At Indosat Ooredoo Hutchison, we prioritise effective communication to foster trust and engagement within the organisation. For instance, we conduct quarterly Employee Net Promoter Score (eNPS) surveys to measure our employee experience and allow them to share feedback directly with senior management, leading to tangible workplace improvements.

We also support our employees’ professional and personal lives through wellbeing programmes and hybrid work arrangements, fostering a healthy work-life balance. By integrating these approaches into our corporate strategy, we reinforce our core values—Heart, Radiance, and Better Together—ensuring that Indosat Ooredoo Hutchison remains a dynamic, inclusive, engaged, and high-performing organisation.


To learn more about game-changing strategies to hiring, developing and retaining top talent, join Irsyad at HRM Asia’s CHRO Indonesia 2024, which is taking place on August 14 at the Park Hyatt Jakarta.

For more news and analysis on the latest HR and workforce trends in Asia, subscribe to HRM Asia and be part of the region’s largest HR community!

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