Padma Hotels

Ristiana Manao

Starting as an English teacher and advancing through various roles, Ristiana Manao's career trajectory has been an inspiring testament to dedication, aspiration, and hard work. Today, she proudly serves as the Corporate Director of Human Resources, firmly establishing herself as a prominent figure in the HR industry. With decades of experience, Manao has proven to be the backbone of numerous companies, providing invaluable guidance and leadership.

Please share with our readers your current roles and responsibilities.

As the Corporate Director of Human Resources, my primary responsibility is to oversee and coordinate all HR operations across our chain of hotels in Indonesia. Currently, I am tasked with providing strategic directions, such as orchestrating the renewal of various elements within the organization. When I joined the company, I noticed that specific standard operating procedures (SOPs) were in dire need of refinement, and job descriptions needed updating to align with contemporary standards. As a result, I am responsible for ensuring that all HR-related documents are current and compliant while actively engaging in the recruitment process.

What are some of the latest challenges you notice in the HR industry?

Amidst the challenging backdrop of the pandemic, many hotels were compelled to make the difficult decision of releasing employees from their positions. However, with the pandemic subsiding, there has been a surge in hotel openings. This resulted in a rapid and competitive struggle to secure top-notch employees. Fortunately, this hasn't posed a significant obstacle for us. During the pandemic, a considerable number of professionals chose to leave the hotel industry, seeking opportunities in other fields. Certain companies are now seeking individuals with a background in the hotel industry, leading to an intriguing shift in recruitment trends. Consequently, identifying suitable candidates has grown progressively more challenging for us, notably in positions like sales, finance, human resources and some more senior roles in operation departments

Can you talk about some of the initiatives you took to overcome these obstacles?

We were fortunate enough not to resort to employee layoffs during the pandemic. However, it was common for some people to leave, leading to the need for replacements. As part of a locally-owned Indonesian company, I recognize the necessity to enhance our employee value proposition to remain competitive in the market and attract the right talent.

Our goal was to attract the right individuals to join our organization without solely relying on passive applications. Although our salary and benefits were competitive, we understood that being a local company might lead some individuals to consider international brands or chain hotels as their first preference.

"The development we require involves online training programs and initiatives that enable us to track high-potential employees effectively. These training programs should focus on enhancing their skills, knowledge, and professional growth."

So, instead of solely relying on traditional job advertisements and waiting for responses, we took the initiative to actively seek out prospective candidates. By leveraging the power of social media platforms like LinkedIn, we began reaching out to potential candidates directly.

Are there any new strategies or developments you are optimistic about?

Numerous external resources are available for purchase and implementation, primarily for employee development. A robust hiring process and a strong brand positioning can attract potential candidates and retain existing talent in an era where some of our hotels have aged and a new generation of younger professionals is emerging. These individuals tend to be more transient, often seeking new opportunities after just a year or two of employment. However, within this group, we recognize the presence of high-potential individuals whom we aspire to retain and nurture.

The development we require involves online training programs and initiatives that enable us to track high-potential employees effectively. These training programs should focus on enhancing their skills, knowledge, and professional growth. By investing in their development, we can increase their loyalty to our organization and provide them with opportunities for career advancement.

What is your piece of advice to your fellow peers?

Individuals should approach their career progression with a measured and patient mindset. Working in this industry demands a certain level of time and experience to truly excel in roles. While technical skills may be readily acquired, developing essential soft skills necessitates a more gradual and deliberate approach. One might be proficient with technology and communication, but it takes time and patience to reach leadership roles. While this doesn't imply that one should wait for an excessively long duration, it does encourage a more balanced and well-paced approach to career advancement.

In hotels, particularly establishments with a multi-generational workforce, becoming a leader can present unique challenges. Effectively managing teams comprising diverse age groups requires a subtle understanding of different perspectives and communication styles.