Download - Sesi 6 - PM Susbandono
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
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Strategies for Developing Leadership Pipelines(Oil & Gas Study Case)
PM Susbandono , VP Human Resources & Services STAR Energy
Talent Management
inCorporation
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 2
People Development
Organization does not really
accomplish anything
Plans do not accomplish anything,
either
Theories of Management do not
matter much Colin Powell - Chairman of the US Joint Chiefsof Staff and US Secretary of State,
Endeavors succeed or fail because of the people involved. Only by
developing people to be the best will you accomplish great deeds
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 3
Talent Gap Oil & Gas industry
Source : Schlumberger
Global Demographics of Oil & Gas Industry
6
Source: SBC O&G HR Benchmark 2009
Young company Balanced company Aging company
Demographic Profiles% of PTP population by age group
IOC
NOCLegend:
Opportunity or Threat(?)
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 4
Demographics of PT X(2005 2010)
A. Manpower : Generation Gap
2005 2007 2010
B. Managerial by Age
40
86%
2005
40
58%
2010
More Details
Actual no. of PTs in the company (excluding contractors) according to age brackets
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 5
Leaders HiredIn 2008
Today Challenges(all industries)
Tomorrow
Today
Illustration*/:
Talent is plentiful, but Leaders is in short supply
Leaders Needed
2012 -2016
*/University of Adelaide
15 x
Study Case PT Y
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 6
Organization Symptoms
1. HiPo turn-over increasing
2. Competency is NOT well
managed
3. Mismatch crew
4. Demographic is NOT ideal
5. Silo is dominance
6. Objective is NOT clear and
shared
7. Zombie
8. Customer loss
12Copyright 2012 Accenture All Rights Reserved.
HR Strategy
Human Capital
Strategy
MPP &
Organization
Recruit &
SelectionLearning &
DevelopmentPerformanceManagement
Career &
Succession
Management
C&B,
Recognition
Industrial
RelationRetirement
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 7
Talent Management
What is Talent Management
Managing the entire talent (employee) lifecycle, from
attracting and hiring to promoting and finding a
successor upon retirement
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 8
Old vs New Realities
OLD REALITIES
People needs company
Machine, Capital and Geography are the
competitive edge
Better talent makes some differences
Jobs are scarce
Employee are loyal and jobs are secured
People accept package they are offered
NEW REALITIES
Company needs people
Talented people are the competitive edge
Better talent makes a huge differences
Talented people are scarce
People are mobile and their commitment
is short time
People demand much more
Source : Khalis Rahim Pakistan HR Management Consultant
How Critical is Talent Management
Name :
John Francis Welch, Jr.
Famous for:Being a respective
Business Manager
Name :D. Wayne Calloway
Famous for:Book author,
Quotes
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Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 9
WAR of Talent
a. Delay the problem Keep current key executives from retiring
Retain current middle managers, supervisors,
and key performers in the organization
b. Hire from the outside Risky
Difficult
Expensive
c. Results of No Action Retention will be highest for the weakest
Upward seep of mediocrity
Risk loss of top talent who feel stalled
Lower company value
d. Grow Your Own
LEADER Best and cheapest way
When an organization or company is facing challenges in losing their employee,
they can...
Talent management is making capability match commitments. It is an organization aim,not individual. That geared towards one thing i.e : ensuring that an organization is able to dowhat it set out today and in the future
- Donald H Taylor -
Donald H. Taylor,
Assc. Professor of Public Policy
Stanford School
Talent Management Cycle
To achieve desired business results, strategic talent management is best developed by creating
the necessary talent management capabilities and aligning them with business strategy.
DefineTalent
DevelopTalent
DeployTalent rightplace right
time
Discovertalent
BusinessStrategy
Talent
Strategy
Workforce
PerformanceResults
BusinessResults
Business/ Workforce Alignment
Workforce Innovation
Talent Management Framework
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Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
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Definition of Talent
Talent definition is selected individuals thatconsistently demonstrates good performance andability according to the competency and jobrequirements
Building the Talent Grid : 9 Box Grid
Remarks :
IN THE ROUGH
CORE TALENT TOP TALENT
CONCERN CONCERNED DIAMOND
CORE TALENT TOP T ALENT T OP T ALE NT
CORE TALENT
PERFORMANCE
POTENTIALSource: The Leadership Pipeline, 2001, by Ram Charan, Stephen Drotter, andJames Noel.
TOP TALENT : Consistently on the top performer list, excellent in competency and high proficient
on competency required. Highly reccomended to become the next talent pool
CORE TALENT : Sufficient level on competency required, Effective performer, fit in the current
position
DIAMOND IN : Under performer due to certain work condition, Could be improve with specific
THE ROUGH coaching & guidance
CONCERNED : Poor performance issue, Lack of competency & potential
Performance
Management
Consistent HighBelow
1 2Look at performance data Build Talent Grid
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 11
Building Suistainable Leadership Pipeline
Leadership pipeline is ... a based in defining leadership program.Each passage represents a major career transition. As such, new skillrequirements, values and time applications come into play
Source: The Leadership Pipeline, 2001, by Ram Charan, Stephen Drotter, and James Noel.
PASSAGEONE
PASSAGETWO
PASSAGETHREE
PASSAGEFOUR
PASSAGEFIVE
PASSAGESIX
People Development
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 12
Develop Talent : 1st Stage
Identify TalentPrepareTalentGridConduct
Performance
Appraisal
ConfirmTOPTalent
MakeSuccessionPlanning
AddressStrategicTalentissues
Execute, Monitor and Review and Reccomendations
Diagram 1 : Talent Identification and Succession Planning approach
In becoming a high performance organization, there are needs to stenghtening leadership pipeline and
retaining TOP TALENT. Therefore, a Talent Identification and Succenssion Planning approach was
developed
1 2 3 4 5
6
Identify talent based
on Performance
Prepare 9 BoxTalent Grid
HR confirmed
who are TOP Talent
based on segment
Make Succession
Plan to be discussby People Committee
Discuss about Talent
issues (outsideperformance data)
Develop Talent : 2nd Stage
24
Accelerating Leadership Development
The Steps are :
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3rd Floor Suite 301 Fortuna Building
Jl. Mampang Prapatan No 96 , Jakarta Selatan 12790
Telp : ( 021) 7990277
Fax : (021) 7990270
Email : [email protected] - www.mitrakelola.com 13
Segment Key Leadership by Making Talent Segmentation
DiscoverAttract andsource talent
DevelopTalent
potential
Workforce PerformanceResults Business
Results
Talent Segmentation - sample
Differentiated attraction and
retention strategies can be
formulated for each workgroup
via messages which appeal to
them.
Higher priority and investment
can be placed on talent
management initiatives for theMission Critical workgroup to
improve attraction & retention
Key Values to organization :
In Leadership acceleration, organization needs to focus on Most Critical work group that are very critical impact to the
business. So, organization needs to be segmented based on criticality and scarcity factors
Succession Planning & Talent Review
Develop talent pool & succession planning
structure, procedures, and guiding principles
Develop talent pool & succession planning
tools, templates, work instructions Establish and facilitate first execution of Talent
Council
Determine Talent Grid by conducting top talent
identification workshop with Talent Council
Assist to identify for High-Potential profiling tool
(to be procured by Star Energy)
Determine process to develop/source for the
right candidates
Develop Top Talent Development and
Succession Plans
Talent council to review talent grid annually*
Position CurrentIncumbent
Sucessors Readiness Comments
In Sustaining leadership pipeline, an organization must define Succession Planning for potential sucessors, e.g :
Key Values to organization :Sucession Planning - template sample
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Telp : ( 021) 7990277
Fax : (021) 7990270
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Design Leadership Development Plan
Comments
Readiness
(in yrs)Position on 9 box
Possible
successors
Target
date
Next position
planned for
incumbent
Current
IncumbentPosition Comments
Readiness
(in yrs)Position on 9 box
Possible
successors
Target
date
Next position
planned for
incumbent
Current
IncumbentPosition Comments
Readiness
(in yrs)Position on 9 box
Possible
successors
Target
date
Next position
planned for
incumbent
Current
IncumbentPosition Comments
Readiness
(in yrs)Position on 9 box
Possible
successors
Target
date
Next position
planned for
incumbent
Current
IncumbentPosition
Key Values to Organization
Top Talent within organization will
receive dedicated attention on their
development
Critical positions will have
successors identified thus ensuring
business continuity
Top management will make better
investment decisions based on
Talent Grids
HR will focus its retention effort on
the right group of employees
Employees will receive specific
training programs catered to their
Talent Grid results
In Retaining Top Talent, organization need to design Leadership Development Plan, specificly for Top
Talent. Higher priority and investment can be placed on talent management initiatives for the Mission
Critical workgroup to improve attraction & retention
TOPTAL Development plan - template sample
Measure, Monitor & Close Leadership Gaps
360 MULTIRATER ASSESSMENTREADYNESS ANALYSES
Now 3 5 Yrs > 5 Yrs
PERFORMANCE & POTENTIALMATRIX
PERFORMANCE
POTENTIAL
To closing the leadership gaps, there are 3(three) areas that need to be viewed i.e :
Talent Grid : Performance vs Potential Matrix
Readiness Analyses
Competency (using 360 Multirater assessment)
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Identify TalentPrepareTalentGridConduct
Performance
Appraisal
ConfirmTOPTalent
MakeSuccessionPlanning
AddressStrategicTalentissues
Execute, Monitor and Review and Reccomendations
1 2 3 4 5
Suistainable Development & Succession Planning Process
In order to succeed, organization must have the commitment to develop a
sustainable process with actions, accountabilities and timelines to enable strategy
execution, giving consideration to various internal talent supply plan
Idea about High Potentials
1.Dont just assume theyre
engaged
2.Dont mistake current high
performance for future potential
3.Dont delegate talentdevelopment to line managers
4.Dont shield talent
5.Dont assume high potential
will take the pain
6.Dont keep young leaders in
the dark