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"Our belief is that a 'Great Company, Great People, Great Job and Great Reward' is built not just by offering benefits, but by nurturing a culture of benevolence and impact," says Yuni Lasti Faulinda, VP of People Strategy.
Employee experience goes far beyond crafting a compelling mission statement or implementing surface-level perks. It’s about designing every touchpoint of the employee journey — from onboarding to offboarding — with intention and empathy.
While strategies may focus on performance metrics or engagement scores, true employee experience digs deeper: it considers how people feel at work, how supported they are, and whether their voices are heard. A successful employee experience strategy doesn’t just sit in a PowerPoint deck; it’s lived daily in the culture, technology, leadership, and interactions that shape how work gets done.
Believing in this philosophy is what allowed TechConnect to take home the Bronze award for Best Executive Coaching Programme at the Employee Experience Awards 2025, Indonesia.
In this interview, HRO sits down with Yuni Lasti Faulinda, VP of People Strategy at TechConnect, to learn how the company is invested in creating leaders from within— not just in principle, but through action.
Q How would you describe the pillars of your employee experience strategy, and what are the principles you have taken into account to develop this?
Our employee experience (EX) strategy is anchored in three EVP pillars:
- Invested in creating leaders from within – Through structured leadership pipelines like the CxO Factory and personalised development programmes, we identify, nurture, and grow future leaders with the GOWIN spirit: Grit, Collaboration, Winning Spirit.
- Committed to making a social impact – Employees are empowered to contribute to nation-building, community welfare, and environmental stewardship, aligning their work with a higher purpose and our 'benevolence beyond the job' philosophy.
- Lead technology & data-driven innovation – We integrate AI, data analytics, and automation into the entire employee lifecycle to deliver a seamless, intelligent, and adaptive EX that supports both business agility and personal growth.
Foundational principles behind our EX-strategy include:
- Human-centered AI: Technology is used to enhance personalisation and reduce friction, from onboarding to career development.
- Holistic wellbeing: Programmes are designed using a 6-dimension wellness framework that includes physical, emotional, spiritual, social, financial, and environmental components.
- Inclusive empowerment: Equal opportunities are given for all employees— including those with disabilities— to grow and thrive across business units.
- Employee voice & insight: Periodic aspiration surveys and feedback channels ensure the strategy stays relevant and responsive to evolving needs.
- Integration with business vision: Our EX strategy directly supports the shift of HR’s role from business partner to game changer— fuelling growth and organisational transformation aligned with our vision to be a globally respected technology-based group.
Q In a world propelled by rapid change, what measures do you have in place to maintain a people-centric, human approach to your EX as it evolves?
We ensure a people-centric EX in dynamic times through the following:
- Flexible hybrid work: Balancing autonomy and connection to support work-life integration.
- 6-dimension wellness programmes: Addressing physical, emotional, spiritual, social, environmental, and financial wellbeing at scale.
- DEI&B commitment: Promoting inclusion, including equitable programmes for employees with disabilities.
- Human-centered AI agents: Centralised, AI-powered employee hubs and personal agents that support onboarding, engagement, and skill development— built to enhance, not replace, human connection.
- Leadership culture: Leadership development is rooted in emotional intelligence and “GOWIN” character traits (Grit, Collaboration, Winning Spirit) to sustain human connection.
Q What initiatives do you undertake such that the delivery of employee experience is a collective responsibility of all stakeholders in the organisation?
Employee experience is a shared accountability model across TechConnect, with initiatives such as:
- GO-winner champions & agents: Empowering employees to become ambassadors of wellbeing, EX, and cultural values across units.
- Integrated talent committees: Ensuring leadership, HR SBPs, and business lines jointly own succession, talent development, and experience design.
- Business-embedded HR: Business units are empowered to localise EX strategies aligned with market and workforce needs.
- Leadership accountability: Leaders undergo executive wellness coaching, contribute to recognition rituals, and are held accountable through performance metrics linked to EX.
Q Do you have words of wisdom to share with others in the industry on the best ways to keep your employee experience consistent and beautiful?
Yes. Our belief is that a 'Great Company, Great People, Great Job and Great Reward' is built not just by offering benefits, but by nurturing a culture of benevolence and impact. Here's what we’ve learned:
- Ritualise EX: Make wellbeing, recognition, and inclusivity part of everyday culture.
- Design with employees, not for them: We run periodic talent aspiration surveys and embed employee voice in strategic planning.
- Keep it tech-enhanced but human-led: AI tools like Career Navigator or Personal Agents should always serve human goals— helping individuals feel seen, supported, and empowered.
- Celebrate transformation: Recognise efforts to adopt new technology, lead new business ventures, and contribute to ESG priorities.
Q Finally, what is the positive impact of employee experience that you’ve seen on the business as well as the workforce?
The outcomes of our EX initiatives are significant across all dimensions:
- Business growth: Revenue increased from $3.3bn (2018) to a projected $20bn (2026), with EX playing a key role in productivity and leadership readiness.
- Productivity boost: Employee productivity (revenue per headcount) rose by 12% in 2024.
- Higher retention and engagement: Measured via improved organisational retention rates and engagement metrics.
- Leadership pipeline readiness: The CxO & TXO Factory model has successfully produced future-ready leaders equipped for business expansion.
- Sustainable employer brand: Our programmes are recognised under accolades like HR Asia Best Company to Work for, enhancing our appeal to top global talents.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
Photos: Provided
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