On 1 August 2023, Great Place to Work™ proudly announced the winners of the 2023 Indonesia Best Workplaces™. Up from the 10 companies on the 2022 List, this year’s List honored 15 companies in two size categories: Small & Medium (for companies with 10-999 people) and Large (for those with ≥1,000 people).
Across the 15 Indonesia Best Workplaces (“IDN Best”), over nine in every 10 employees say they look forward to coming to work!
(*IDN Best refers to companies on the 2023 Indonesia Best Workplaces list. IDN Rest refers to other companies, including Great Place to Work-Certified™ companies, that participated in this year’s survey. Not all Certified companies appear on the 2023 Best Workplaces list.)
According to the employees, it is their leaders who make all the difference. Their ability to communicate and collaborate effectively with their people distinguish them from other companies (“IDN Rest”) this year.
This insight is based on the Great Place to Work® Trust Index™ Survey responses representing almost 40,000 employee voices across the different industries in Indonesia, as well as information from the Culture Audit™ submissions received.
How do leaders at Best Workplaces communicate with their people?
I can ask any management any question and get a straight answer.
Management is approachable, easy to talk with.
Compared with IDN Rest, data shows that employees at IDN Best have a more positive experience communicating with their leaders. These companies are intentional about enabling effective communication between senior leaders and employees at all levels. They create a conducive environment and use a range of platforms to ensure that different groups of employees have access to key information, and can ask questions of their leaders.
Leaders at Telkom Indonesia believe that a great workplace culture is a key driver of business growth and enabler for its people to thrive both professionally and personally. It is committed to creating the best employee experience through its Human Capital Strategy Framework and emphasis on effective communication through a variety of approaches and platforms. This includes an “Ask BOE” feature with the Board of Executives, where employees across functions and levels can ask any question, discuss topics and give feedback with no boundaries. At an informal level, its internal Telkom Portal allows the C-suite leaders to respond to employee queries directly. In recognition of the different communication preferences across the various generations in the workplace, leaders are also trained to adapt their communication styles to facilitate greater understanding and alignment to its vision. As part of its commitment to communication effectiveness, Telkom Indonesia regularly measures communication efficiency through its engagement survey to address gaps.
Hilton believes that its success is based on thoughtful, ongoing communication that celebrates its culture and reinforces its Key Strategic Priorities. Grounded in two primary principles—communicate consistently and operate with transparency—it intentionally creates opportunities for frequent, genuine conversations between leaders and team members (TMs) at all levels, from executive leadership and general managers to department and team leaders. Understanding that a connected culture starts with vulnerability and accessibility, Hilton leaders openly share information and data about the business, as well as their own personal experiences, challenges, and what sparks their hopes for the future. From monthly communication sessions with regional presidents, to newsletters, mobile apps, 15-minutue leadership videos, daily TM huddles, and other channels, Hilton’s efforts create an inclusive communication experience for its TMs around the world.
How do leaders at Best Workplaces collaborate with their people?
Management genuinely seeks and responds to suggestions and ideas.
Management involves people in decisions that affect their jobs or work environment.
Leaders at the Best Workplaces know that the workforce of today wants to be more involved. Regardless of age, level, gender, function or tenure, today’s employees want to be consulted on decisions that impact their jobs or work environment. They appreciate leaders who give them an opportunity to share their opinions and give feedback, and they recognize efforts to follow-up on suggestions provided and to close the loop.
Accenture Indonesia conducts listening sessions with employees to hear their feedback on what is working and what can be further improved in their day-to-day work environment. The HR and leadership team discuss follow-up action, and within three months, employees’ feedback is sought to ensure that actions implemented have made a positive difference. This year, it launched its 30 | 30 Conversations where team leaders and supervisors have one-on-one check-ins with each team member for 30 minutes, every 30 days. They are provided with a toolkit including a list of questions around expectations, development, feedback and growth, inclusion, recognition, strengths and how to support their staff. Its efforts to create touch points to connect with and listen to employees enables line leaders and senior management to keep a pulse on the workforce, and quickly follow-up on opportunity areas.
PT Johnson Home Hygiene Products has established a variety of ways to enable employees to contribute, ideate concepts and implement better ways of doing things, whether it is through connecting with management on key initiatives, sharing honest feedback on its culture, or being involved in core projects and processes to make improvements. Some examples include its daily Gemba (where the management team can detect problems and respond immediately), a 3-Point Improvement approach (to leverage the experience of its shopfloor teams), regular focus groups and stay interviews (to gather feedback on areas for improvement across its suite of people policies and programs), and brainstorming sessions or 1:1s with leaders using a Start-Stop-Continue framework to elicit feedback and practical suggestions on follow-up. In this way, it allows every individual in the company to make a positive impact in the workplace and its overall business performance.
Employees at the Best Workplaces in Indonesia this year have spoken. What gives their companies an edge over others and makes the difference between a “good” workplace and a “great” one is how accessible they find their leaders. Employees have a much more positive workplace experience when they can ask their leaders questions and give them feedback; this is especially so when their leaders are open to listening, engaging and involving them in decisions and changes that impact their jobs or work environment.
Congratulations to all companies on the 2023 Indonesia Best Workplaces List! You have successfully created a great place to work for your employees.
Want to see how your employees are experiencing your workplace culture and how your company compares with the 2023 Indonesia Best Workplaces? Contact us for a demo on our proprietary Emprising™ survey platform to find out.
2023 Indonesia Best Workplaces™ Scorecard