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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Email : [email protected] - www.mitrakelola.com 1

Strategies for Developing Leadership Pipelines(Oil & Gas Study Case)

PM Susbandono , VP Human Resources & Services STAR Energy

Talent Management

inCorporation


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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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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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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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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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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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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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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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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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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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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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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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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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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


Possible

successors

Target

date

Next position

planned for

incumbent

Current


Readiness


Possible

successors

Target

date

Next position

planned for

incumbent

Current


Readiness


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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6

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

sesi 6 - pm susbandono

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