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Continue reading →: TNA Series 6 : TIPS FOR PREPARING INTERVIEWS
1. Familiarize yourself with technical and industry-specific terms. 2. Obtain background information about the problem or issue of concern if possible. 3. Establish the purpose, expected outcomes, and objectives for the interview. 4. Determine whether the interview will be conducted in person, by phone, or online. 5. Identify a comfortable…
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Continue reading →: SEVEN MANAGEMENT HAT [3]
3 THE LEADERSHIP HAT: TAKING THE LEAD Leadership is the third component of managing. There are those who make a distinction between managing and leading. While leadership is vital, it is only one part of the management process. Leadership doesn’t work in isolation to meet organizational objectives. Keep in mind…
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Continue reading →: MANAGING YOUR BOSS (1) : CLUESESS BUT CONNECTED BOSS
What if a boss has been put in charge by his family who own the business, but he is totally clueless about how to run things and doesn’t know it? Often, because of the boss’s family connections, employees may be afraid to clue the boss in, afraid the boss is…
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Continue reading →: SEVEN MANAGEMENT HAT [2]
2. THE DIRECTION HAT: TEACHER, COACH, PROMOTER, INNOVATOR In providing direction, managers integrate knowledge, skills, attitudes, personal characteristics, and experience of the unit into an effective and efficient team. Providing direction involves managing the assigned and available resources within the limits of the organizational infrastructure. The resources include people, intellectual…
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Continue reading →: TNA Series 5 : TNA COMMUNICATION
Communications before, during and following TNA work should be carefully planned and completed so that your findings do not come as a ‘shock’ to people. Completing TNA can also provide a good opportunity to: raise awareness; begin to manage expectations, and, build commitment to the program . Therefore completing TNA…
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Continue reading →: SEVEN MANAGEMENT HAT [1]
1. THE ADMINISTRATION HAT: MANAGING THE NUTS AND BOLTS Doing administrative work is generally not considered to be the most exciting role of a manager unless by chance you receive some great satisfaction from dealing with routine details. The claim that there’s not much room for creativity depends on whether…
Hello,
I’m Yudha Argapratama
Executive HR leader with 20+ years of cross-industry experience spanning FMCG, manufacturing, mining, and industrial sectors. Currently leading strategic HRBP Manufacturing initiatives across three plants, driving capability architecture, knowledge institutionalization, and workforce transformation aligned with operational excellence and long-term business scalability.
Recognized for shaping integrated people strategies that bridge board-level direction and shopfloor execution — strengthening industrial relations resilience, accelerating leadership pipelines, and embedding sustainable performance systems within complex, governance-sensitive environments.Certified Human Capital General Manager (BNSP), PMP®-certified, Professional Coach, and Strategic Management Practitioner. Serving as strategic partner to senior executives in navigating transformation, capability acceleration, and enterprise-wide people strategy execution
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