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Continue reading →: SEVEN MANAGEMENT HAT [4]
4. THE PEOPLE HAT: UNDERSTANDING HUMAN BEHAVIOR The people hat involves gaining an understanding of human behavior. The uniqueness of people needs to be taken into account in developing plans and in making decisions that involve people. Managers very quickly find themselves in a position to make decisions that have…
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Continue reading →: TNA Series 8 : TIPS FOR DEVELOPING INTERVIEW QUESTIONS
1. Place easy-to-answer, open-ended questions at the beginning. This will help the interviewee to begin talking and can help to develop trust and rapport. 2. Place important questions near the beginning of the interview. 3. Place controversial or sensitive questions, including demographic questions, at the end.
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Continue reading →: TNA Series 7 : WHERE CAN YOU FIND EXISTING INFORMATION ?
It is usually easier and less costly to gather existing information than to gather new information. Look in several places for existing information, such as: • Operations and productivity statistics and reports • Prior surveys or interview information • Financial records • Purchase order and inventory reports • Organization databases…
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Continue reading →: MANAGING YOUR BOSS (2) : MANAGING THE NO – BOSS
One of the most frustrating kinds of boss is the boss who really isn’t there: the ‘‘no-boss boss.’’ This is the opposite of the overly aggressive, controlling, or micromanaging boss. It’s the boss who manages by not managing; the leader who leads by not leading. This boss often does not…
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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…
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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