Fikry Yasrah sallum

Learning & Development Executive

Profile summary

Career highlights

Key skills

Professional experience

ATD Certified Professional in Talent Development (CPTD): examination scheduled 29 August 2026. Generative AI for HR Professionals (IBM); Arabic language study in preparation for GCC relocation.

• •Prepares for the ATD Certified Professional in Talent Development examination scheduled for 29 August 2026.
• •Completes the Generative AI for HR Professionals certification program provided by IBM.
• •Studies Arabic language to facilitate professional integration for upcoming GCC relocation.
• •Maintains active practice tooling since 04 2026 to refine talent development methodologies.

Steered financial operations and infrastructure planning for the corporate learning division. Managed cross-functional budget alignment and procurement workflows while overseeing SAP ERP administration for cost accounts and facility maintenance.

• •Ran monthly variance analysis and reallocation across 20+ cost accounts spanning learning delivery (Rp 5.1B / USD 311K / SAR 1.17M) and non-fuel OPEX (Rp 3.1B / USD 189K / SAR 709K) for maintenance, administration, and facilities), with hands-on SAP ERP FI/CO administration: journal postings, reversals, internal-order settlement, and VAT.
• •Developed the unit’s 5-year facilities and infrastructure master plan, linking capital investment priorities to business-process requirements; managed budget-endorsement processes for repair and maintenance works.
• •Sourced and negotiated with external training providers and vendors, coordinating procurement end-to-end; aligned delivery with Corporate University Head Office, Human Capital Business Partners, and business units.

Architected the end-to-end learning delivery strategy for a six-category portfolio, steering the transition toward digital and self-paced learning models. Managed the full lifecycle of corporate training, vocational internships, and executive workshops, ensuring alignment with institutional competency standards and corporate performance indicators.

• •Instituted SME pre-delivery content validation, routing program materials to the subject-matter expert ahead of scheduled delivery and engaging the same expert as facilitator. Where validation surfaced outdated technical content, escalated the finding to Head Office instructional design; on several occasions this produced a formal directive suspending affected programs until materials were revised.
• •Extended the unit’s standard H-10 invitation process with H-5 group confirmation and H-3 individual outreach, mobilizing the full section to contact participants directly and working through HR counterparts at participants’ home units to reach a field-based technical workforce carrying live operational duties. Sustained 89.9% session completion across the portfolio.
• •Delivered IELTS preparation and official testing under PLN’s national postgraduate scholarship program across 11 sessions and 430 participant attendances, covering vendor coordination, participant scheduling against test dates fixed by the provider, accommodation, catering and cross-country transport into the Jakarta test center, and results distribution.
• •Owned Level 1 and Level 2 assessment across the delivered portfolio; selected programs each year were carried through the corporate Kirkpatrick L3–L4 cycle and ROI measurement, reported into the unit’s KPI scorecard.
• •Led end-to-end learning delivery across a six-category portfolio (professional learning, strategic corporate initiatives, supporting learning, career progression, pre-retirement, new employee), covering needs validation, scheduling, enrollment, monitoring, evaluation, and reporting, with facilitator selection administered against a mandated instructor-qualification register carried as a unit performance indicator. Ran the portfolio across digital, blended, in-class, and in-house modes, with digital learning at 56.3% of sessions over 2022 to 2024, and rolled out Self Learning on the corporate platform from zero sessions in 2022 to 11.3% of 2024 delivery at a 97.3% pass rate.
• •Delivered character development and company induction for 325 engineering recruits in the 2024 national intake. Supervised six-month OJT for the 107 assigned to this unit, placed against competency profile across work locations with quarterly monitoring, and administered the final competency examination that gated permanent appointment across PLN Group.
• •Ran single-day hybrid corporate events at scale, combining on-site and remote audiences: a 902-participant rollout workshop for PLN’s Moonshot Transformation 2.0 program and an 843-participant business strategy program.
• •Facilitated Individual Development Plans for 13 employees under the 70-20-10 model, holding one-on-one competency-gap conversations with scheduled checkpoints and verifying gap closure as the basis for grade promotion.
• •Managed the certified vocational internship program funded from PLN’s social and environmental responsibility budget for three consecutive intakes, 2022 to 2024, covering 152 students from SMKN 1 Padang and SMKN 1 Bukittinggi: school recommendation and briefing, participant selection from their electrical streams, a five-day preparation block at the training center, placement coordination with PLN’s Sumatra transmission and load dispatch unit, mentor and co-mentor supervision with mid-point and final assessment, and competency certification as substation operator at close. Total budget across the three intakes was Rp 1.31 billion, fully absorbed.
• •Led end-to-end development of an institutional MoU with Padang State Polytechnic, from initial drafting through collaboration-scope negotiation to issuance, covering shared facilities, joint research, and an internship route into the unit, then ran the resulting placements: intake, induction to unit operations, project mentoring, and assessment of placement work. Field coordinator for a 3-day executive workshop (Bukittinggi, 2023) for PLN’s Director of Human Capital, Executive Vice Presidents, and sub-holding Human Capital Directors.
• •Administered the LMS across the full learning lifecycle, from enrollment to audit-grade training records; contributed the unit’s learning data set to the corporate SAP SuccessFactors migration through pre-go-live cutover.

Steered financial operations and administrative functions for the unit, reporting to the General Manager. Oversaw budget administration, procurement cycles, and vendor relations while maintaining internal controls to ensure audit readiness and personnel management.

• •Implemented internal control and risk management frameworks to maintain audit readiness across all financial reporting activities.
• •Coordinated with the HSE function during the 2020-04 to 2022-02 period to establish work-from-home and on-site attendance protocols, ensuring continuity of business processes and learning services.

Managed the operational delivery of learning programs within the regional corporate university, overseeing the execution of classroom-based training portfolios. Coordinated regional leadership development initiatives and maintained institutional partnerships with vocational education providers to align training outputs with organizational recruitment requirements.

• •Delivered 515 training sessions resulting in 9,119 participant attendances across the classroom-based portfolio.
• •Coordinated 96 leadership-pipeline programs throughout Sumatra, including Supervisory Education for emerging leader cohorts, while standardizing learning-service procedures to improve class readiness.
• •Managed the diploma cooperation program with Padang State Polytechnic, facilitating the direct recruitment of 49 graduates into the organization before transitioning the partnership to an internship model in 2022.

Facilitated organizational development initiatives by aligning individual performance metrics with corporate objectives. Managed the cascading of key performance indicators across all staff levels and contributed to the design of talent assessment frameworks and succession planning roadmaps.

• •Mapped management contract targets across four Balanced Scorecard perspectives to ensure alignment between corporate goals and individual performance cycles.
• •Participated in the Strategic HR Leadership program at ASHRM in 2016 to refine corporate competency frameworks and annual development planning.

Education

Industrial Engineering

Certifications

Languages