Digital Mindset & Behavior Measurement in a Large Digital-Telco Company

Abstract

The digital world is closely related to the development of technology. However, according to experts, in responding to the digital world, companies should not only pay attention to the physical things of technology, but also need to look at the ability of individuals to respond to the fast-paced digital transformation. Heptagon, a digital consulting company (2021) stated that the answer lies in understanding that digital transformation is not just about bringing in new and innovative technology to power every aspect of the business. There is a need to cultivate a digital mindset within the organization amongst all stakeholders and employees to match the expectations of digital-savvy consumers. A digital mindset is not just the ability to use technology. Rather, it is a set of attitudes and behaviors that enable individuals and organizations to foresee possibilities. When the necessary time and effort is invested, a person's mindset can lead them to the new desired behavior. Assessment Center Indonesia (ACI) has initiated the development of a digital mindset and behavior (DMB) measurement tool to measure employee mindset and behavior in the face of digital change, particularly in a large digital-telco company. It was intended to assist management to address specific issues such as decision making in their digital talent journey. The data was taken in the period of 2019-2020 in a digital-telco company using The Digital Mindset and Behavior (DMB) online platform from 22,439 employees. The results were then classified into two categories: meet requirement and below requirement. The finding showed that more than 70% of the employees were categorized as meet requirements and the rest were below requirement. Another finding indicated that the higher the employee's job level, the higher the percentage of DMB results in the meet requirement category. As for age groups, the percentage of employees above 40 years in the meet requirement category was higher (79.9 <sup xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">%</sup> ) than employees below than and equal to 40 years (74.8%). In addition, the DMB results based on gender showed that the percentage of male employees who were in the meet requirement category was greater (78.6 <sup xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">%</sup> ) than female employees (73.5 <sup xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink">%</sup> ). Therefore, it can be concluded that DMB is applicable to help the large-scale company to portray the digital mindset and behavior readiness of their employees. Further studies are still encouraged for ACI to improve DMB measurement tools tailored to the needs not just for digital-telco companies but also for other organizations in general. Practical implications are also provided in the research paper.