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HR leader James W. Sasongko reflects on two decades of HR transformation — from one of Indonesia’s earliest ROI-driven talent programmes to today’s call for empowering purpose-led, resilient ‘rebels’ who can shape the future of work.
"A talent is a rebel fighting for his or her love of the future."
This isn’t your typical definition of talent. But for James W. Sasongko, Chief of People and Organisation Transformation, Samator Group, it’s a mindset that has guided his entire career — one shaped by courage, conviction, and the business value of human potential.
Looking back on his first role in HR more than 20 years ago, he recalls a turning point:
"One of the most crucial events of my initial career set-up was working on a project on converting people capabilities directly into business results… It was a talent programme that fully aimed to get the ROI of competency development, by ensuring the programme was building the talents to create growth of profitability."
At a time when most HR professionals were focused on annual training schedules, he was helping to drive one of the earliest business-linked talent initiatives in the country.
Such an approach was not the most popular that time, and not yet seen as a mainstream model among HR trends in Indonesia, he tells Sabarish Prasad.
In his current role, James' primary focus is on integrating human capital development into the company’s strategic transformation initiatives, ensuring alignment with broader organisational goals. With a strong focus on culture of innovation, sustainability, and human capital optimisation, he actively contributes to both company and industry growth in response to environmental and technological challenges.
In this edition of Faces of HR ahead of his session at #TransformTalentID, he talks about how his early experience in HR continues to influence how he views talent today — not just as skilled individuals, but as people with energy, purpose, and the ability to shape the future.
Q Thinking back to your first day in HR, what is the most important learning that sticks with you until today?
If I am looking back through the memory lane, I think one of the most crucial events of my initial career set-up was working on a project on converting people capabilities directly into business results. It was more than 20 years ago, and that project was basically a talent programme that fully aimed to get the ROI of competency development, by ensuring the programme was building the talents to create growth of profitability.
Such an approach was not the most popular that time, and not yet seen as a mainstream model among HR trends in Indonesia at that time. While most HR fellows I knew that time were more busy scheduling full year knowledge training classes at their workplace, I was fortunate to take part of this experience of an early talent management programme with a clear objective on getting financial ROI. It gives me a very grounded and solid visual on how potentials can transform into real business growth, and helps me to set a vison on what I am going to do in my career.
Obviously, this initiation set my professional mindset that made me who I am today, as such experiential learning always fits into my professional worldview.
Q What steps do you believe are necessary to transform today's talent into the talent that the business needs?
Allow me to entertain you a bit upon this question. I would certainly offer a metaphor that I have reflected for most of the time in my career: "A talent is a rebel fighting for his or her love of the future".
There are two poignant elements in this metaphor, which are 'rebel' and 'love'. The concept of rebel is telling us that a talent must have individual determination, take a stand for his or her self-principles, and possess a set of capabilities to take up adversities. The concept of love is a passionate enthusiasm that sometimes can be seen as irrational, and yet, it is energising the talent to overcome all barriers.
This indeed sounds a bit poetic, but I do believe the difference between real talents and skilled individuals is about the individual energy, meaning of work, and their grit and enthusiasm.
And recently, I asked this question to a colleague of mine — she herself is an impressive talent in her line of career, and she told me this:
"Give our talented people enough exposure to the problems in the business, explain the business needs and where we are going so they feel our trust for them to join the endeavour. Then, give them opportunities for talent for themselves and give them freedom to act, make mistakes, and score goals, to lose and then win. As long as they do not jeopardise the business, they will flourish to be the best version of themselves."
I think her comment eloquently tells us how to let these rebels find their love in what do, how they perform and generate results – on their way creating their future. If our talents live up to this definition, then the business where they belong will simply just excel at its best. This gives us the answer to our question, doesn't it?
Q Could you share emerging trends that you believe will have the most significant impact on HR in the next few years?
We are all in the midst of adapting to the world, where AI is taking over so many things that were conventionally done by humans. And, technology is not the only new factor in evolution, as the world is also facing unprecedented changes in the geopolitical economy and the shifts of global trade and commerce. The push and pull over the energy transition, from a predominantly fossil fuel-based economy, to the emerging lower carbon economy, also redefined the future talent needs.
These three new global trend drivers — AI & tech, new geopolitical map, and low carbon economy — are challenging all human resources practitioners to redefine the fundamental of human resources and capital: What are the new set of capabilities that people should have for the new future, and what are the new people management process and design that fits with the new ecosystem?
Obviously, continuing the same people management model is not the answer for these emerging trends.
Q What are you most looking forward to in your session at #TransformTalentID?
I am curious to meet and hear from all fellow practitioners, share my point-of-view and reflection, and hear their thoughts on this seemingly everlasting discussion on talent. Certainly, an exchange of insights and ideas with them will be the most expected part of the event!
I want to attend the conference: If you're keen to attend this closed-door conference, kindly register your interest here. For speaking opportunities, please write in to Sabarish Prasad. We look forward to welcoming you!
I want to sponsor: Engage in meaningful dialogue through dedicated speaking slots, roundtable discussions, and at your booths! If your organisation provides any talent solutions and products that you'd like to showcase, you’ll fit right into this event. To learn how you can sponsor, please reach out to a member of our team now!
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