Hendry Go

Seasoned HR Executive with 20+ years of experience specializing in Total Reward, Performance Talent Management, and HR Systems across leading organizations. Proven track record in designing reward strategies, optimizing HR operations, and implementing high-performance cultures. Adept at integrating HR technology and driving organizational growth through data-driven decisions.

Reward & Performance General Manager at PT Merdeka Copper Gold (2025-01 – Present)

• Develop a total rewards strategy aligned with mining's operational demands (production-driven, remote-site employees, roster operating model)
• Lead accurate, timely, and controlled payroll operations across all site locations, ensuring strong governance, integration of time-attendance/production systems, adherence to tax and labor laws, and minimization of payroll risks
• Drive labor cost optimization and forecasting; provide data-driven insights on rewards, workforce cost, and incentive outcomes; and partner closely with Operations, Finance, and HR to support productivity, site efficiency, and strategic decision-making
• Translate mine plan into KPIs and performance outcomes, while ensuring performance data accuracy and transparency, which will translate into calculation for Production Bonus
• Improve operational productivity and workforce capability
• Lead the integration and optimization of all HR systems (HRIS, payroll systems, time-attendance, roster management, production data feeds) to create a seamless, automated, and accurate data ecosystem
• Led the integration and standardization of employee benefit schemes across multiple mining sites, ensuring internal equity while maintaining cost discipline and minimizing financial impact on operations
• Designed and delivered a comprehensive HRIS blueprint to transition from paper-based processes to a digital and AI-enabled ecosystem, enhancing HR operational efficiency and enabling data-driven workforce decision-making
• Supported the establishment of a new mining entity by developing end-to-end reward strategies, structuring competitive compensation frameworks, and onboarding key leadership personnel critical to operational readiness

Head of Compensation Benefits, Policy & System (Holding) at PT Lippo Karawaci (2024-01 – 2025-01)

• Design competitive compensation structures, including salary bands, incentive programs, bonus structures, and other benefits based on industry standards and organizational goals and to ensure alignment among all Lippo Group Holding
• Benchmarking and Market Analysis to ensure the company's compensation offerings are competitive and aligned with market trends
• Managed the annual compensation review cycle, including performance-based salary adjustments
• Managed the budget consolidation for compensation and benefits for Lippo Group Holding, working closely with the finance team to ensure alignment with overall financial goals
• Standardized HR policies across Lippo Group, ensuring ISO 9001 compliance and streamlined documentation processes
• Conduct internal audit on the HR process and procedures to ensure proper process is at place, and provide recommendations for improvements
• Spearheaded HR system integration & vendor management, enhancing payroll, performance tracking, and benefits administration
• Introduced HR dashboards & analytics, improving data visibility for business leaders
• Successfully integrated reward policy from net basis to gross basis across Lippo Group, ensuring a smooth transition with zero system errors and minimal employee concerns
• Implemented a new incentive scheme for a newly established Business Unit, increasing employee engagement and aligning incentives with business performance
• Led a major HRIS system integration project, improving HR operational efficiency and ensuring data consistency across the organization

Head of Talent, Performance, Reward & Policy Management at PT Smartfren Telecom (2015-01 – 2024-01)

• Setting up the performance management system to ensure high performing organization and alignment between individual performance with Corporate's achievements and productivity
• Implement OKR as part of the Performance Management system to help improve Company's productivity
• To improve Smartfren Employer branding by strengthening our EVP (internal and external customer)
• Ensuring the proper talent management is in place to have better succession management especially for key critical position
• Create a continuous pipeline strategy to ensure the readiness and sustainability of the Smartfren's leadership
• Ensuring that Smartfren is getting the right talent to fill in the right position, through collaboration with OD and Resourcing team
• Develop personalized curriculum design for the pipeline program
• Review, design reward and compensation strategy to ensure alignment with our reward philosophy
• Conduct dual control over payroll administration to ensure that proper audit and checking is in place
• Align the right rewards (monetary and non-monetary) to award the high performing and top talents while ensuring all reward practices are competitive against market practices without disrupting internal equality
• Review overall policy related to HR to ensure process alignment
• Conduct internal audit on the HR process and procedures to ensure proper process is at place, and provide recommendation for improvements
• Optimizing the overall HR operation (include; payroll, benefit management, Outsource Management) process in terms of process and cost effectiveness
• Revamp the Performance Management System to be more in line with the Organization goals to be a High Performing Organization
• Implement Talent Management (Talent Matrix) to Manager level and above, thus improving internal promotion rate from 20% to 40%
• Implement pooling-based reward system (for annual salary increment and performance bonus), improving fairness and motivation
• Implement net base salary from gross basis, with zero findings (including system conversion and communication plan to all Employee)
• Implement structure sourcing program through collaboration with universities in order to get high quality fresh-graduates
• Achieve top 10 winner in the SWA competition "Indonesia Best Companies in Creating Leaders from Within 2017"

Talent Strategy & Planning, Head at PT Bank Internasional Indonesia/ Maybank Indonesia (2014-01 – 2015-01)

• Strengthen our recruitment process to focus on the getting the right talent (supplying talent pools)
• Measure and monitor those performance thus getting the right talent in place
• Identify competency gaps and to accelerate the development program
• Align the right rewards (monetary and non-monetary) to award those key talents
• Manage talent pipeline program
• Manage employee mobility for development purposes (internally and inter-Group)
• Improved succession realization rate from 20% to 60%
• Introduce Executive Development Program for Talents and Successors to help accelerate readiness

Talent Management & Data Analytic, Head (International Assignment to head office - Kuala Lumpur) at PT Bank Internasional Indonesia/ Maybank Indonesia (2013-01 – 2014-01)

• To understand Group best practice on Talent Management
• Aligning talent management strategy and policies
• Build networking to ensure smooth execution of talent management process
• Established standard International Assignment (IA) policies and guideline, as this will be the backbone of the International Mobility
• Develop algorithm to measure potential flight risk for talents and successors
• Promote EVP to local and international market
• Conduct the expansion of Maybank Go Ahead Challenge (MGAC) in Indonesia

Reward Management & System Development Manager at PT Bank Internasional Indonesia/ Maybank Indonesia (2010-01 – 2012-01)

Other than the previous responsibilities, some additional job enlargement

• Aligning reward strategy and policies
• Act as a liaison between business unit (HR Related) and IT functions
• Streamlining HR process through integration of HR system
• Aligning Total Reward System with Maybank Group
• Implement new remuneration strategy [2011 salary scale bank wide]
• Propose new approach in designing sales incentives
• Develop and preparing Performance Management Online
• Integrating HR Portal

Remuneration Manager at PT Bank Internasional Indonesia (2007-01 – 2009-01)

• Manage head count budget
• Review and Analyze existing and market remuneration strategy
• Participate in various event, related to remuneration and HR gathering
• Implement new approach in simulating remuneration component [bonus and merit increase]
• Implement new remuneration strategy [2008 salary scale bank wide]
• Analyze and propose new approach in designing entry salary for front-liners
• Participate in Area Branch Manager (ABM) succession planning

Organization & System Development Assistant Manager at PT Bank Internasional Indonesia (2006-01 – 2007-01)

• Review organization structure and facilitate working unit needs, in terms of restructuring
• Review job value
• Manage SAP data, especially Organization Management module
• Provide technical expertise
• Participate in banking salary survey
• Provide management report, especially for organization and head count related issue
• Implement SAP – SEM module
• Implement MPP Online
• Implement Voice of Employee (VOE) survey

System Development [Team Leader] at Bina Nusantara University (2004-01 – 2006-01)

• Integrating Accounting, IS and ATL system
• Improve system performance of Accounting and IS back end data
• Implement new integrated IS system for Accounting – IS laboratory
• Create standard methodology in system development [SOP]

Lecturer (part time) at Bina Nusantara University (2006-01 – Present)

Registered starting 2006

• Management Information System
• Audit Information System
• Office Automation

MM in Information System – Bina Nusantara University (2004-01 – 2006-01)

S. Kom in Computerize Accounting – Bina Nusantara University (2000-01 – 2004-01)

Social – SMU Tarakanita 2 (1997-01 – 2000-01)