For Andyana Tobing, a seasoned HR leader, the field of human resources has always been about people. Her interest in psychology, which began in her teenage years, has stayed with her throughout her career, from her early days in recruitment to leading HR teams today.
Speaking with Sarah Gideon in July, Andyana Tobing shared her insights on finding her place in HR, leading through uncertainty, and learning to speak up. She emphasized that integrity remains non-negotiable and that HR should never be seen as simply an “order taker”.
Early Career and Interest in Psychology
Andyana Tobing knew early on that she wanted to study psychology. She was interested in analyzing people’s behavior and what makes them act in a positive or negative way. This interest naturally led her to HR, where she believes work ultimately comes down to people and what motivates them.
Her certainty was tested early in her career when she decided to try a role outside HR. She moved into public relations for a cosmetics company but realized after a year that it wasn’t for her. She shifted back to HR, confirming that her passion lies in the field.
In 2016, Andyana Tobing joined a global financial institution as a senior HR Generalist, supporting its wholesale banking business and several support functions. Her role as an HR business partner gave her the chance to build relationships with leaders and employees across different teams.
Leading Through Uncertainty
In 2021, Andyana Tobing took on a leading HR role in the Citi Indonesia Consumer Bank project. The process came with uncertainty, close regulatory attention, and questions from employees about the future. Despite the challenges, she saw it as an opportunity to stretch herself and prove to be one of the most rewarding chapters of her career.
She believes that there is almost no growth in business as usual and that to continue growing, one has to step up beyond their comfort zone. She also emphasizes that an effective HR business partner must understand the organization’s priorities, the realities facing the business, and where leaders need support.
Andyana Tobing highlights the importance of integrity in HR, stating that it’s not something that can simply be stated in a team value statement but must be visible in a leader’s actions. She encourages her team to do what’s right, not what is easy, and make decisions that align with the organization’s values.
During periods of change, Andyana Tobing focuses on regular communication, active listening, and being honest about what is known and what can be shared. She believes that transparency is not about having every answer immediately but being open, clear, and willing to listen.
Within the teams she leads, Andyana Tobing is working towards a culture she calls “HR as One,” where HR needs to become one team rather than functioning as separate HR functions or specialists. She emphasizes that collaboration is not optional and that HR teams need to be connected by a shared understanding of the business and its people priorities.
Andyana Tobing would like to challenge the perception that HR professionals are simply messengers or “order takers.” She believes that an effective HR professional is a strategic partner to the business, helping to set up business strategy through people and making organizational decisions.
As the conversation draws to a close, Andyana Tobing shares a piece of advice for women and anyone aspiring to take on a broader leadership role: step up, even when it feels uncomfortable. She highlights that growth rarely happens by staying quiet or comfortable, and that young people can have great and creative ideas that should be shared.
Looking back at the beginning of her own career, Andyana Tobing regrets not speaking up more and feeling hesitant to share her ideas in front of senior leaders. Today, she sees that hesitation differently and encourages others to do the same, recognizing that being early in one’s career does not mean having less to contribute.
She had to ‘hit the ground running’ and work through the process with uncertainty and close regulatory attention.
