Balancing Operational Agility and HR Policies

Yohanes Sigit Edy Nugraha, Director of Human Resources at Sheraton Jakarta Soekarno Hatta Airport

Yohanes Sigit Edy Nugraha, Director of Human Resources at Sheraton Jakarta Soekarno Hatta Airport has 22 years of expertise in leading people within the hospitality industry. His journey has been shaped by dedicated learning and a commitment to excellence. Nugraha’s responsibilities include retaining employees, ensuring they surpass business goals, and developing organizational culture.  

In an exclusive interview with HR Tech Outlook APAC, he shares his valuable insights on actively supporting individuals on their journey toward improvement and success.

As a Director of Human Resources what according to you are some of the challenges that HR Leaders face in the HR industry today?

In an organizational context, the HR function operates within a dynamic landscape governed by a multitude of policies and procedures. Simultaneously, operational teams often seek swift solutions, emphasizing agility in their tasks. This inherent focus on practicality occasionally creates friction, as operational priorities may diverge from established HR rules.

This discrepancy leads to significant conflicts between the two groups. Hence, the most effective HR professionals are those who can establish themselves as strategic partners to operations. When operational teams require assistance from HR, the focus should be on understanding their specific needs. When HR leaders prioritize understanding and collaboration over rule enforcement, the relationship between HR and operations can thrive.

While HR’s strategic partnership may not always receive full acknowledgement from operational teams, HR remains steadfast in supporting operations through training and necessary resources.

How do you navigate the fine line between implementing necessary HR policies and avoiding bureaucratic red tape that hinders employee productivity?

As an HR leader, my primary focus remains on understanding the specific requirements of operational teams. I continually ask myself that what do they need from me, and how can I best support their success in achieving business performance goals?

When it comes to navigating bureaucracy and red tape in policies and procedures, the key is to assess whether breaking a rule is necessary to support operational needs. I evaluate the situation through two critical lenses. First, whether breaking the rule violates any laws, and second, whether it compromises safety and security.

By adhering to these principles, I can discern when it is appropriate to deviate from established protocols. I willingly accept calculated risks to prioritize operational needs over administrative hurdles. This approach nurtures collaboration and ensures that our teams can thrive within a structured framework.

Can you discuss any initiatives or approaches that you find crucial to encourage outside-the-box thinking within the HR department and throughout the organization?

As HR leaders, our primary focus should be on understanding the specific needs of operational teams. Instead of passively waiting for their outreach, we should take the initiative to actively connect with them. Considering the 80-20 rule, could our leaders dedicate 80 percent of their time to direct engagement with people outside the office? This involves personally meeting them, attentively listening to their needs, soliciting feedback, and gaining operational insights, all while consistently asking, “How can I assist you?”

Based on my recent observations, it has become evident that we should place greater emphasis on spending time outside the confines of the office, actively interacting with individuals, while also reducing the time allocated to administrative duties. While ensuring administrative duties are efficiently managed, the focus is on practicality and speed. In addition, the key is to prioritize people and their needs. We can encourage effective collaboration by listening to their needs, gathering feedback, and understanding day-to-day operations. While administrative tasks are necessary, we should streamline them for efficiency. Prioritize practical solutions that expedite reporting and paperwork, allowing more time for meaningful interactions.

“By actively engaging with operational teams, leaders can drive success while maintaining a practical balance.”

The emphasis is on proactive engagement—we don't wait for complaints or feedback; instead, we seek it out by asking, “What would you like to share with us? Are there any concerns or successes?” We prioritize spending time with operational staff, focusing less on administrative tasks.

What are some instances you encountered where overly rigid development goals hindered employee progress, and how did you address this and nurture a more flexible approach to development?

When discussing leadership style, one prevalent model is top-down leadership. This model of leadership is where leaders act as task dictators, offering guidance and sharing their wisdom with the team. However, this approach can hinder employee progress by overlooking the unique needs and capabilities of the team members. While leaders may possess a deep understanding of their own qualities and preferred leadership styles, they might lack the same level of insight into their staff’s skills and preferences.

Consider the scenario of goal-setting. A top-down leader often outlines objectives for the team without fully considering each member’s aspirations, challenges, and perspectives. Relying on personal experiences and strategies, they assume that there is uniformity across the team. Yet, this assumption disregards the distinctiveness of each staff member, who may require tailored support.

A more effective approach involves engaging in dialogue with staff. Rather than issuing directives, leaders should pose questions that encourage self-reflection and critical thinking. By asking about individual goals, anticipated challenges, and preferred strategies, leaders empower staff to take ownership of their progress.

Instead of imposing ready-made solutions, leaders should prompt staff to evaluate the potential impacts of their strategies on themselves and their teams. This approach nurtures a culture of autonomy and accountability, where staff members actively assess their progress and seek solutions independently. Over time, leaders can check in with their staff to assess progress and challenges. Rather than offering unsolicited observations, they should encourage self-reflection.

According to you, what are some common traps or pitfalls that HR leaders and budding professionals should be wary of?

Adopting a policy-first approach to leadership can be detrimental when dealing with human issues. Prioritizing policies over people overlooks the unique circumstances and needs of individuals, leading to misunderstandings and missed growth opportunities.

Leaders should not resort to reprimands or punitive measures when addressing performance issues or mistakes. Instead, they should view mistakes as valuable investments in learning and development, shifting the focus from blame to understanding and improvement. Encouraging staff to reflect on their errors and derive lessons from them encourages a culture of resilience and continuous growth.

In addition, effective leaders should perceive their role as a facilitator of development and progress. Providing policies and procedures is about offering guidance and resources for growth. Leaders should prioritize fact-finding over fault-finding, seeking to understand the context, and actively supporting individuals on their journey toward improvement and success.