About Job

Role Overview

The HRBP Lead - Merchant Team is the dedicated people partner to BukuWarung’s field organization: the 650+ Merchant Sales Executives (MSEs) and Retail Sales Executives (RSEs) scaling to 800+ by end of 2026  who sell and deploy QRIS and EDC devices across regions in Indonesia.

You partner with field and regional leaders across the full employee lifecycle: getting the right manpower in place, keeping them, growing them, engaging them, and measuring it all. Merchant TA runs the sourcing engine; you own the manpower problem from the business side and everything that happens once a person is hired.

This is a building role in a high-volume, high-attrition, geographically distributed environment. Field HR is its own discipline the levers, risks, and rhythms differ from corporate HRBP work. Your success is measured by manpower readiness, field retention, manager capability, the quality of employee relations handling, and the reliability of every people process the field touches.

Responsibilities

1. Hiring & Manpower

You do not run sourcing  that sits with Merchant TA but you own the manpower problem from the business side: making sure the right people are in the right region at the right time to hit field targets.

• Partner with Merchant TA on demand. Be the bridge between field leaders and the TA / vendor engine, clarify what each region actually needs, prioritise the right roles, and keep hiring aligned to real business need, not just open headcount.

• Own onboarding integration. Take the handoff from TA and make sure new MSEs/RSEs are set up, supported, and productive in their first weeks closing the gap between ‘hired’ and ‘performing’.

• Solve manpower problems at the root. When a region is under-resourced, over-attriting, or mis-allocated, diagnose the underlying cause with the business and fix it not just raise another req.

2. Retention & Early-Life Attrition

This is the single biggest value lever in a field sales force. Attrition in the first weeks quietly destroys hiring spend, vendor effort, and revenue momentum.

• Own field attrition end to end. Set the baseline, segment it by region, tenure, and manager, and drive down the attrition that is value-destroying.

• Treat the first 30 / 60 / 90 days as the critical window. Build and own a structured early-life journey that gets a new MSE/RSE to productivity and keeps them past the high-risk early period.

• Run attrition diagnostics, not just reports. Use exit interviews, stay conversations, and manager debriefs to find root cause by region  then act, and track whether the number actually moves.

• Distinguish regrettable from non-regrettable attrition. Protect the people the business cannot afford to lose; do not treat all turnover as equal.

3. Performance Management & Manager Capability

• Own the field performance cycle. Clear expectations, fair and compliant PIP processes, and timely action on both under- and over-performance.

• Build manager capability. Most field managers are promoted reps. Equip them to lead, coach, and have direct performance conversations not just to sell.

• Make HR the escalation, not the crutch. Get managers to a point where they own routine people conversations themselves, within labour-compliant processes.

• Connect performance to reward. Partner with People Ops and Finance so the link between performance, incentives, and pay rewards the right behaviour.

4. Partnering & Engagement

• Be the trusted HR partner to field leadership. Sit inside the operating rhythm of Regional Managers and field sales leaders, understand their targets and pain points, and translate people issues into business terms.

• Operate as a peer, not a service desk. Advise on org design and span of control as the field scales from 650 to 800+, and push back on people decisions that create retention or legal risk.

• Own employee relations & Indonesian labour compliance. Grievances, disciplinary (SP1/2/3), investigations, terminations, and outsource, PKWT/PKWTT contracts  handled fairly, consistently, and within the law across all regions. Build standard ER playbooks, not local improvisation.

• Own field engagement and experience. Run a simple, regular pulse, read it honestly, and close the loop. Fix the everyday friction that drives people out  pay accuracy, tooling, recognition, communication and protect the candidate-to-employee promise made at hiring.

5. Insight & Team

• Own the field people dashboard. Headcount and manpower readiness, attrition (by region / tenure / manager), time-to-productivity, ER case volume and cycle time, and engagement.

• Decide from data, not anecdote. Bring regional people insight to the business with a recommendation attached, and measure the impact of every intervention you run.

• Lead the regional people team as a player-coach. Set standards, clear ownership, and a weekly cadence; build the team to operate with increasing autonomy as the field scales.

Requirements

• Experience: 6+ years in HR, including 2–3 years as an HRBP and ideally team leadership. Experience supporting a large, distributed, high-volume workforce (field sales, retail, logistics, FMCG, gig, or similar) is essential.

• Field / frontline HRBP depth: You have partnered with field or frontline managers at scale not just corporate office populations.

• Manpower & workforce planning: You have owned headcount / manpower planning and partnered with recruiting to keep a large workforce staffed to business need.

• Indonesian labour law fluency: Hands-on with PKWT/PKWTT, disciplinary process (SP), terminations, severance, and bipartite handling. You have run real ER cases to closure.

• Retention ownership: Direct accountability for attrition in a high-turnover environment — you have diagnosed it and moved it, not just reported it.

• Performance & manager coaching: You have built or run performance processes and coached frontline managers to lead.

• Analytics mindset: Comfortable with people data and cohort / funnel thinking. You make decisions on evidence, not anecdote.

• Builder mindset: You have built processes and playbooks from scratch, not just inherited and maintained them. High ownership; willing to do the unglamorous work.

• Mobility: Based on-site in Jakarta and willing to travel to regions.