executive development program cli k click e t master
TRANSCRIPT
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Cli k t dit M t t t t l
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Cli k diEXECUTIVE DEVELOPMENT PROGRAM
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Click to edit Master title styleClick to edit Master title styleLEVEL ADVANCE : HR STRATEGIC AS BUSINESS PARTNER
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Click to edit Master title styleLEVEL ADVANCE : HR STRATEGIC AS BUSINESS PARTNER
MANAJEMEN TALENTAMANAJEMEN TALENTA yClick to edit Master subtitle styleMANAJEMEN TALENTAMANAJEMEN TALENTA
8/28/2018 18/28/2018 18/28/2018 1PPM ManajemenPPM Manajemen
Jl. Jl. MentengMenteng Raya 9, Jakarta 10340 Raya 9, Jakarta 10340 TelpTelp. (021) 2300313 Fax : (021) 2302051. (021) 2300313 Fax : (021) 2302051www.ppmwww.ppm‐‐manajemen.ac.idmanajemen.ac.id
Click to edit Master title styleClick to edit Master title styleSS P b l jP b l jClick to edit Master title style
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SasaranSasaran PembelajaranPembelajaran
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• Third level• Fourth level Memahami peran untuk
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pmengelolaTalent di dalam organisasi
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Cli k t dit M t t t t l
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An Organization that is not capable of An Organization that is not capable of perpetuating itself has failedperpetuating itself has failed
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An organization therefore has to provide today the men and women who can run it tomorrow.
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• Fourth level• Fifth levelIt has to renew its human capital.
It should steadily upgrade its human capital .
An organization which just perpetuates today’s level of vision, excellence, and accomplishment has lost the capacity to adapt. And since the one and only thing
t i i h ff i i h it ill t bcertain in human affairs is change, it will not be capable of survival in a changed tomorrow
(Peter Drucker – The Effective Executive)
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(Peter Drucker The Effective Executive)
Click to edit Master title styleClick to edit Master title styleHuman Capital PhilosophyHuman Capital PhilosophyClick to edit Master title style
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Human Capital PhilosophyHuman Capital Philosophy
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Initial Human Capital
Available from
Value in Individual
ACQUSITIONDEVELOPMENT
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Available from Employee ALIGNMENT
LEVERAGE
Organisation Human Capital
as ResourceOrganisation Human Capital
VALUE FOR VALUE FOR as Resource Human Capital
as Intangible Capability
STAKESTAKE‐‐HOLDER HOLDER
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YOUR ORGANISATION SUCCESS DEPENDS YOUR ORGANISATION SUCCESS DEPENDS ON POON POOOLS OF PEOPLELS OF PEOPLE
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WHO COULD TRANSFER VISION INTO WHO COULD TRANSFER VISION INTO REALITYREALITY
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DO YOU HAVE A PROCESSES IN PLACEDO YOU HAVE A PROCESSES IN PLACEDO YOU HAVE A PROCESSES IN PLACE DO YOU HAVE A PROCESSES IN PLACE TO TO
ATTRACK, DEVELOP & RETAIN ATTRACK, DEVELOP & RETAIN
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(Talent in 21st Century : help your company to find, develop and keep its strongest worker – Cindy Mc Cauley, Michael Wakefield)
Click to edit Master title styleClick to edit Master title stylePokokPokok BahasanBahasanClick to edit Master title style
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PokokPokok BahasanBahasan
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1. Konsep Talent Management2. Membangun Talent Pool
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• Fourth level• Fifth level3. Mengembangkan Talent
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Click to edit Master title styleClick to edit Master title styleTalent ManagementTalent ManagementClick to edit Master title style
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Talent ManagementTalent ManagementA comprehensive and dynamic process of building the talent pool• Click to edit Master text styles
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A comprehensive and dynamic process of building the talent poolthrough :• the development of aligned and integrated processes
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• practices and shared accountabilities by leaders around the humancapital fundamentals of acquisition, development and retention oftalent.
Talented Individuals:Individuals who consistently
deliver superior performance
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Click to edit Master title styleClick to edit Master title styleTalent Management ModelTalent Management ModelClick to edit Master title style
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Talent Management ModelTalent Management Model
• Click to edit Master text styles• Second level
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y• Second level
• Third level• Fourth level RETAIN DEFINE
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& ASSESS
DEVELOP ACQUISITIONDEVELOP ACQUISITION
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Click to edit Master title styleClick to edit Master title styleDefine & AssessDefine & AssessClick to edit Master title style
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Define & AssessDefine & Assess
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RETAIN DEFINE& ASSESS
DEFINE & ASSESS
• Memahami strategi• Fourth level
• Fifth level
• Fourth level• Fifth level bisnis
• Identifikasi kapabilitasyang spesifik (saat ini &
DEVELOP ACQUISITION
yang spesifik (saat ini & potensial) yang pentinguntuk mencapaisasaran strategig
• Membuat talent pool
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Click to edit Master title styleClick to edit Master title styleTalent Segmentation ModelTalent Segmentation ModelClick to edit Master title style
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Talent Segmentation ModelTalent Segmentation Model
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TOP TALENT
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Contribution to Performance
CORE CONTRIBUTOR
CRITICAL
SCARCE SKILLS
Performance CONTRIBUTOR
Low LOW CONTRIBUTOR
8/28/2018 108/28/2018 10Adapted from Nortel Networks
Competencies, Skills & Expertise
Strategically important
Of less strategic
importance
Click to edit Master title styleClick to edit Master title styleCategories of Strategic TalentClick to edit Master title style
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Categories of Strategic Talent
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• Leadership Talent
• Talent for Strategic Function• Fourth level
• Fifth level
• Fourth level• Fifth level• Talent for Strategic Technologies
• Talent for Strategic Geographies
Talent is not restricted to particular grades or areas of responsibility. It appears at all work levels and in all
functions.
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f
Click to edit Master title styleClick to edit Master title styleTalent Segmentation ModelTalent Segmentation ModelClick to edit Master title style
Cli k t dit M t t t t l
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Talent Segmentation ModelTalent Segmentation Model
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2. PROFESSIONAL
PPM MANAJEMENPPM MANAJEMEN
Click to edit Master title styleClick to edit Master title styleTALENT SEGMENTATIONMODELTALENT SEGMENTATIONMODELClick to edit Master title style
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TALENT SEGMENTATION MODELTALENT SEGMENTATION MODEL
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SENIOR
MANAGEMENT Enterprise Leadership
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MIDDLE MANAGEMENT Business Leadership
SUPERVISOR
JUNIOR MANAGEMENT
Functional Leadership
Operational Leadership
STAFF Management Trainee
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Click to edit Master title styleClick to edit Master title styleTalent ModelClick to edit Master title style
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Talent Model
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• Fourth level• Fifth level COMPETENCY
PERSONALITY
SKILLS/
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SKILLS/EXPERIENCED
KNOWLEDGE
Click to edit Master title styleClick to edit Master title styleFuture Talent NeedsFuture Talent NeedsClick to edit Master title style
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Future Talent NeedsFuture Talent Needs
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Driving the Customer‐Centric Organisation
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• Fourth level• Fifth level1. Recognise the key elements of a customer‐
centric organisation2. Use deep understanding of customers and
markets to create new approaches to the business as a competitive advantage
3. Systemically define and prioritise business efforts based on the needs of customers
4. Understand how other organisations drive a
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customer‐centric approach to their business
Click to edit Master title styleClick to edit Master title styleAcquisitionClick to edit Master title style
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Acquisition
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RETAIN DEFINE& ASSESS
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DEVELOP ACQUISITION
ACQUISITION
M h iACQUISITION • Memahamikebutuhan tenagakerja saat ini & yad& yang tersedia di talent pool
M l l t l t
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• Mengelola talent supply chain
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Group Discussion :Bagaimana Pelindo 3Bagaimana Pelindo 3 mengidentifikasiTalented People
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Talented People
Click to edit Master title styleClick to edit Master title styleTalent AssessmentTalent AssessmentClick to edit Master title style
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Talent AssessmentTalent Assessment
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• Metode untuk mengenaliindividu‐individu yang memiliki kinerja superior yang
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memiliki kinerja superior yang konsisten, dengan caramelakukan pemeriksaan yang lengkap tentang karakteristikpribadi kapasitas kapabilitaspribadi, kapasitas, kapabilitas.
• Menggunakan berbagaiinformasi
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Cli k t dit M t t t t l
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SUPERIOR PERFORMANCE CRITERIA
SUPERIOR PERFORMANCE CRITERIA
COMPREHENSIVE EXAMINATION• Performance &
COMPREHENSIVE EXAMINATION• Performance &
DIFFERENT SOURCESD t I t ti
DIFFERENT SOURCESD t I t ti
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• Personal‐driven Criteria
• Job‐driven Criteria (Leadership & Business Competency)
• Personal‐driven Criteria
• Job‐driven Criteria (Leadership & Business Competency)
Performance & Potential Assessment
• Objective & Perception‐based Assessment
Performance & Potential Assessment
• Objective & Perception‐based Assessment
• Data Integration• Focus on person’s ability to grow and develop
• Data Integration• Focus on person’s ability to grow and develop
Established Talent Pool8/28/2018 198/28/2018 19
Established Talent Pool
Click to edit Master title styleClick to edit Master title styleTalent PoolClick to edit Master title style
Cli k t dit M t t t t l
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Talent Pool
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The Strategic View
The Strategic View
g yEffective
#4 #9 #9 #7 #7
#10#10
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ANCE
#4 HI‐PRO CONSISTENT
STARCONSISTENT
STARUTILITY HI‐
PROUTILITY HI‐
PRO
#5#5
PERF
ORM
A #2FUTURE HI‐PERFORMER
#5 EXPERIENCE
D PROFESSION
AL
#5 EXPERIENCE
D PROFESSION
AL
#8 FUTURE STAR
#8 FUTURE STAR
P
Less than
#1 LOW
PERFORMER
#3 INCONSISTENT PERFORMER
#6DIAMOND IN THE ROUGH
#6DIAMOND IN THE ROUGH
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Less than Effective
POTENTIALLess learning
agility
More learning
agility
Click to edit Master title styleClick to edit Master title stylePPM MANAJEMEN FRAMEWORK
Talent Acquisition ModelClick to edit Master title style
Cli k t dit M t t t t l
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’POOL OF EMPLOYEE
Talent Acquisition Model
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PANEL BOD‘Management Assessment’Step 2
Talent MappingPerformance
Rating
‘Performance ’
P
HIGHStep 1 a
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Q2 Q1
Q3 Q2
RecommendedCandidat
‘Must Have’ Criteria ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
‘Essential’Criteria
(last 3 years)
‘Potential ’
PERFORMAN
P O T E N T I A LHIGH
Talent ModelTalent Model
Competency Assessment
CE
Step 1b
Talent Pool Readiness
Personality Assessment
Step 1cName Age Positio
n Unit Talent Mapping
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Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesBuy
Build• Click to edit Master text styles
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BuyMengambil Tenaga KerjaDari Sumber External
Mengembangkan calon karyawan dari dalam melalui pelatihan dan
pengembangan
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B
TALENT ACQUSITION
STRATEGY
BorrowMengontrak karyawan
sementara waktu selama b
BindMempertahankan karyawan
dengan memberikan penghargaan dengan masamasa pengembangan
calon internalpenghargaan dengan masa
waktu tertentu
Sumber: Joyce, Leslie W., Building The Talent Pipeline, 2010
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Click to edit Master title styleClick to edit Master title styleHC ACQUSITION APPROACHClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesEase of
Development Urgency Need to retain
Approach
HC ACQUSITION APPROACH
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Development g y retain h
Low/ d t High Moderate Pro Hire
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moderate High Moderate Pro Hire
High Low HighDevelopafterHigh Low High after
placement
Low High Low Temporary/ Low High Low Consultant
Low/ High Low Outsource
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/moderate High Low Outsource
Click to edit Master title styleClick to edit Master title styleBUY STRATEGYClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesKapan Digunakan :
KELEBIHAN• Cepat untuk dilaksanakan
BUY STRATEGY
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p g• Membutuhkan
calon dengan cepat
pdan langsung ke pasar tenaga kerja
• Biasanya dapat dilakukan oleh konsultan / tim rekrutment
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• Fourth level• Fifth level • Pertumbuhan
bisnis berjalan sangat cepat
• Tidak membuka posisi lowong secara internal (tidak ada efek domino)
• Perubahan atau transformasi
KEKURANGAN • Harga mahal jika
melibatkan konsultan• Harus memiliki tim
k trekrutmen yang melibatkan user yang terkadang tidak memiliki jadwal waktu yang cukup
• Hanya cocok untuk posisi jabatan yang umum
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jabatan yang umum
Click to edit Master title styleClick to edit Master title styleBUILD STRATEGYClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesKapan Digunakan :
KELEBIHAN• Membangun budaya yang
BUILD STRATEGY
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p g• Fokus peluang
promosi
• Memiliki internal
g y y gsesuai dengan kebutuhan organisasi
• Kapabilitas talent sudah diidentifikasikan terlebih dahulu
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• Fourth level• Fifth level pipeline yang kaya
• Mampu menyediakan
• Dapat mengurangi dampak penolakan dan menambah keamanan kerja
investasi pengembangan yang signifikan
KEKURANGAN • Membutuhkan waktu yang
lama untuk membangun talent
• Membutuhkan komitmen yang tinggi terkait program pengembangan & promosi
• Menciptakan peluang promosi yang lebih pasti
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Click to edit Master title styleClick to edit Master title styleBORROW STRATEGYClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesKapan Digunakan :
KELEBIHAN• Biaya dapat dikendalikan
BORROW STRATEGY
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p g• Organisasi sangat
dinamis
• Bisnis bergerak
y psesuai dengan perkembangan bisnis
• Beradaptasi dengan cepat sesuai dengan perubahan strategi
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• Fourth level• Fifth level
gpada usaha outsourcing
• Transisi ke bisnis
• Fleksibel dalam mengatur jadwal kerja dan lokasi karyawan
baruKEKURANGAN • Calon karyawan menjadi
mahal karena kerap diincar oleh kompetitorC l k b l• Calon karyawan belum memiliki kesesuaian dengan budaya organisasi
• Biaya menjadi mahal apabila terjadi sengketa
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Click to edit Master title styleClick to edit Master title styleBIND STRATEGYBIND STRATEGYClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesKapan Digunakan :
KELEBIHAN• Berupaya untuk
BIND STRATEGYBIND STRATEGY
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p g• Merger, akuisisi,
atau divestasi• Pasar yang
p ymempertahankan talent selama msa perubahan / transformasi
• Organisasi membutuhkan karyawan berpengalaman
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y gkompetitif
• Belum ada mekanisme
dalam rangka “transfer of knowledge” kepada karyawan baru
“knowledge transfer”
KEKURANGAN • Biaya menjadi mahal
karena adanya pengeluaran lebih untuk bonus dan insentifbonus dan insentif tambahan
• Membutuhkan sistem yang jelas untuk mengelola penghargaan
• Menyebabkan penolakan
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Menyebabkan penolakan dari karyawan baru
Click to edit Master title styleClick to edit Master title styleSUCCESSION PLANSUCCESSION PLANClick to edit Master title style
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SUCCESSION PLANSUCCESSION PLAN
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Who should be your successor (leader or expert) ?
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(leader or expert) ?
What kind of development is requireddevelopment is required to prepare the leader?
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Click to edit Master title styleClick to edit Master title styleOrganization SuccessionClick to edit Master title style
Cli k t dit M t t t t l
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g(Without Planning)
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VoidsVoids Extreme Void
Extreme Void
e
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Perf
orm
ance
P
TIME
SUCCESSION PLANNING TO MINIMIZE THE ‘VOIDS’
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SUCCESSION PLANNING TO MINIMIZE THE ‘VOIDS’
Click to edit Master title styleClick to edit Master title styleTalent PoolTalent PoolClick to edit Master title style
Cli k t dit M t t t t l
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Talent PoolTalent Pool
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The Strategic View
The Strategic View
Effective
#4 #9 CONSISTENT
#9 CONSISTENT
#7 UTILITY HI
#7 UTILITY HI
#10#10
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ANCE
HI‐PRO CONSISTENT STAR
CONSISTENT STAR
UTILITY HI‐PRO
UTILITY HI‐PRO
#5#5
PERF
ORM
A #2FUTURE HI‐PERFORMER
#5 EXPERIENCE
D PROFESSION
AL
#5 EXPERIENCE
D PROFESSION
AL
#8 FUTURE STAR
#8 FUTURE STAR
P
Less than
#1 LOW
PERFORMER
#3 INCONSISTENT PERFORMER
#6DIAMOND IN THE ROUGH
#6DIAMOND IN THE ROUGH
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Less than Effective
POTENTIALLess learning
agility
More learning
agility
Click to edit Master title styleClick to edit Master title styleDevelop Talent ReadinessClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text stylesTALENT POOL READINESS
Develop Talent Readiness
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TALENT POOL READINESS
NAME
AGE POSITION
UNIT TALENT MAPPING
Candidate 1
Candidate 3
Candidate 4
Candidate 5
Ready now
Ready w/Development
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Candidate 5
Candidate 2Not Ready
SUCCESSION PLANNING FORMNo
Candidate
Alternative Position
Time Coach/ Mentor
Development Actions
1
Individual
1
2
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Individual Development
Plan
Click to edit Master title styleClick to edit Master title styleD l T l t R diD l T l t R diClick to edit Master title style
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Develop Talent ReadinessDevelop Talent Readiness
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SUCCESSION PLANNING FORM
No Candidate
Alternative Position
Time Coach/ Mentor
Development Actions
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Individual
1 AAAA HR Manager
1 year GM HR 1.Relation Building 2.Developing Others3. Strategic Thinking
Development Plan2 BBBB HR
Manager 3 years GM HR 1.Relation Building
2.Developing Others3. Strategic Thinking3. Strategic Thinking
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Click to edit Master title styleClick to edit Master title styleRENCANA PENGEMBANGAN INDIVIDUClick to edit Master title style
Cli k t dit M t t t t l
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NAMA: TANGGAL :
GAMBARAN KINERJA DAN KOMPETENSI :1.Kinerja
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...............................................................................................................................................................
...............................................................................................................................................................
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....................................
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2. Kompetensi ...............................................................................................................................................................
..................................................................................................................................................................................................................................................................................................................................................................
HASIL DISKUSI PENGEMBANGAN :
NO PROGRAM PENGEMBANGAN HASIL DIHARAPKAN
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Click to edit Master title styleClick to edit Master title styleD lD lClick to edit Master title style
Cli k t dit M t t t t l
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DevelopDevelop
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RETAIN DEFINE& ASSESS
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DEVELOP ACQUISITION
DEVELOP
• Identification of talent matrix deficiencies DEVELOP ACQUISITIONmatrix deficiencies
• Provision of education & development program
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Click to edit Master title styleClick to edit Master title styleLearning & DevelopmentLearning & Development InterventionInterventionClick to edit Master title style
Cli k t dit M t t t t l
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Learning & DevelopmentLearning & Development InterventionIntervention
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• Third level• Fourth level KNOWLED
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GE
PERSONALITY Experience
70 % result of doing the job
30 % f ti itiEXPERIEN
CESKILLS30 % form activities
outside job experienced
(Michael F Echols)
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Echols)
Click to edit Master title styleClick to edit Master title styleApproach In Talent DevelopmentApproach In Talent DevelopmentClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text styles
Approach In Talent DevelopmentApproach In Talent Development
• Click to edit Master text styles• Second level
• Third level
y• Second level
• Third level• Fourth level 70%
• Fourth level• Fifth level
• Fourth level• Fifth level
70%20%
10%
STRUCTURED LEARNING SOCIAL LEARNING LEARN & DEVELOP
THROUGH EXPERIENCE
• Classroom• Virtual Classroom
• Coaching• Mentoring
• Project Assignment• On the job Training• Virtual Classroom
• E-Learning• Conference
Mentoring• Performance Review• Shadowing/
Understudy• Discussion Forum
• On-the-job Training• Job Enrichment• Job Enlargement• Job Rotation
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Click to edit Master title styleClick to edit Master title styleCritical Issues In Talent Development StrategyClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text styles
Critical Issues In Talent Development Strategy
• Creating the best possible match between employees’ talent & aspiration and• Click to edit Master text styles• Second level
• Third level
y• Second level
• Third level• Fourth level
• Creating the best possible match between employees’ talent & aspiration and organization strategic goals
• Making strategic use of assignments and experiences to develop employees’ talent
E di i ti l biliti b l i i di id l ’ t th• Fourth level
• Fifth level
• Fourth level• Fifth level
• Expanding organizational capabilities by leveraging individuals’ strengths, perspectives and experiences
• Shaping the composition, responsibilities and practices of teams to leverage the talent diversitytalent diversity
• Encouraging and enabling the sharing of knowledge and best practice to encourage continuous renewal
• Managing drivers of engagementManaging drivers of engagement
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Click to edit Master title styleClick to edit Master title styleAN EFFECTIVE DEVELOPMENT PROGRAMAN EFFECTIVE DEVELOPMENT PROGRAMClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text styles
Link business goal to development initiatives Link business goal to development initiatives
Retain
Identif• Click to edit Master text styles• Second level
• Third level
y• Second level
• Third level• Fourth level Desired Business
y & Assess
Connect
Develop
• Fourth level• Fifth level
• Fourth level• Fifth levelBusiness GoalBusiness Goal
Result
Program Program DEVELOPMENT DEVELOPMENT
PROGRAMPROGRAM
CompetenciesCompetenciesIn class In class programprogramOnOn--thethe--Job Job ProgramProgram
effectiveness effectiveness MeasurementMeasurement
Individual Individual
Program Program Other Other Developmental Developmental OpportunitiesOpportunities
Key : ensure a direct “Key : ensure a direct “Line of Line of Si htSi ht” b t d l t” b t d l t
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DevelopmentDevelopmentGoalsGoals
SightSight” between development ” between development and Competencies growth & and Competencies growth &
business goals business goals
Click to edit Master title styleClick to edit Master title styleAlignment of T&D to Other HC SystemsAlignment of T&D to Other HC SystemsClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text styles
Alignment of T&D to Other HC SystemsAlignment of T&D to Other HC Systems
• Click to edit Master text styles• Second level
• Third level
y• Second level
• Third level• Fourth level COMPETENCY DEVELOPMENT
REWARD & RECOGNITIO
N
PERFORMANCE
MANAGEMENT
• Fourth level• Fifth level
• Fourth level• Fifth level
COMPETENCY DEVELOPMENT
Assessment Employe Improved DEVELOPMENT Improved Assessment p ye Profile
pCompetencyPROGRAM
pPerformance
CAREER DEVELOPMENT
SUCCESSION PLAN
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DEVELOPMENT PLAN
Click to edit Master title styleClick to edit Master title styleRetainRetainClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text styles
RetainRetain
• Click to edit Master text styles• Second level
• Third level
y• Second level
• Third level• Fourth level
RETAIN DEFINE& ASSESSRETAIN
• Matching & moving • Fourth level
• Fifth level
• Fourth level• Fifth level
DEVELOP ACQUISITION
g gthe best talent
• Managing drivers DEVELOP ACQUISITIONof engagement :
career, community, congruence,congruence,
compensation, content, coping
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Click to edit Master title styleClick to edit Master title styleTalent RetentionTalent RetentionClick to edit Master title style
Cli k t dit M t t t t l
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Talent RetentionTalent Retention
• Click to edit Master text styles• Second level
• Third level
y• Second level
• Third level• Fourth level
Kesempatan Karir(Kesempatan Karir yg lebih besarPosisi Kunci, baik Posisi Spesialis /
• Fourth level• Fifth level
• Fourth level• Fifth level
pGeneralis)
Reward “A” Player : Financial Reward
KesempatanPengembangan
Financial Reward
g g
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Click to edit Master title styleClick to edit Master title styleClick to edit Master title style
Cli k t dit M t t t t l
Click to edit Master title style• Click to edit Master text styles• Click to edit Master text styles
• Second level• Third level
y• Second level
• Third level• Fourth level
• Fourth level• Fifth level
• Fourth level• Fifth levelTERIMA KASIH
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