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09/11/2016
1
People &Talent Management
- 10 November 2016 -
Now Ownership: Public 50,28%, Farindo
Investment 47,15%, Anthony Salim 1,76%, &
Treasury Stock 0,81%
Grew Sharia Banking, Financing, Insurance & securities’ brokerage
2002 Farindo Investment,
Ltd won 51% of BCA’s ownership
1957 Founded
1998 Taken over by
IBRA
2000 Back to Central
Bank
Initial Public Offering/IPO
Company’s History
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VALUE BCA
- Customer Focus - - Integrity -
- Teamwork - - Continuous Pursuit of
Excellence -
VISION
To be the bank of choice and a major
pillar of the Indonesian economy
MISION
To build centers of excellence in
payment settlements and financial solutions for
businesses and individual
MISION
To understand diverse customer
needs and provide the right financial
services to optimize customer
satisfaction
MISION
To enhance our corporate franchise
and stakeholders value
Vision and Missions
People Development Challenges in BCA
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Business Condition Company Needs
• Business growth
• New businesses
• Tough competition
• Technology driven
• Customers’ expectations
• Highly Regulated
• Passionate, creative,
knowledgeable & engaged
employees
• IT literated
• Strong leadership
• Organization Alignment
• Relationship focus: More
Permanent Employees
• Good working Climate
• Performance Driven
measurements
• Mobility & flexibility
HR Challenges – The Alignment
Strategy
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Recruitment Strategy
People Development
Talent Development
Rewards Strategy
LEADER
Strategy
Recruitment Strategy
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Why? To embed corporate culture
Customer Focus Integrity
Teamwork Continuous Pursuit for Excellence
Bersama, Kita Membangun Masa Depan
Recruitment Strategy
Recruitment
Fresh Graduates First Jobers
Strategy? Employer Value Proposition
People Development
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Touch Points of Development
INDUCTION: Introduction of
BCA to new employee
VALUES: Vision & Mision, Values/the BCA Way, and BCA
Culture
COACHING: Assist employee in handling task
and its challenges
TEAM ENGAGEMENT:
Maintain teamwork and
positive working climate
LEARNING:
Holistic Approach
(Content, Method & Delivery)
LEARNING CULTURE
(Knowledge Management &
Leadership)
Create conducive environment for learning Culture
1 2 3 4 5 6
The BCA WAY
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Learning Culture
Knowledge Managemet
Leadership
Holistic Approach of People Development
Touch Points for Learning
14
Regular Training: • Operasional • Kredit & Marketing • Self Development • Management &
leadership
Informal Learning: • COP • Forum • Dialog • Coaching • KM Center
Program Karir • Program Pengembangan
Karir • Program untuk Key Talent
1. Technical aspects of jobs
2. Culture
& values of the group
3. Expand
the scope of assign-ments
4. Build
Worker’s Profiency
5. Help
workers address undocu-mented challe-nges
6. Update skill and know-ledge
7. Help
workers choose career goals
8. Prepare workers for their next job
New on the job Ready for the next job
• Program Staff • Program
Trainee/BDP
Address ongoing organizational initiatives
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Talent Development
Individual Development
Identification Mapping Development
Planning Development
Realisation Evaluation
Administrative Data: - Leader Review - Performance - Potential Test
ANNUAL MANAGEMENT PANEL
Talent Management : Key Talent Identification
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Assessment
Development
Training
Non Training
Identification: competency GAP
Current position
Next position
Assessment Center
Competencies Thinking capacity
Talent Management Identification
Succession Planning
Position
Successor 1 Successor 2
1 position = 2 successor
Successor Criteris
different technical
background is allowed
Proposed for max 2 position
Expected working period at
designated unit min 3 years
2 years performance: min
B
1 Level below/ same level with
designate position
Multi Tools Multi Assessor Multi Competencies Multi Process
WATCH-LIST
KEY TALENT
(Green - Potential)
KEY TALENT
(Red)
WATCH-LIST
SOLID PLAYERS
KEY TALENT
(Green –
Performing)
DERAILING
TALENT
SOLID PLAYERS
SOLID PLAYERS
Pote
nti
al
Little
Evidence
of Future
Potential
Limited /
Mixed
Evidence
Strong
Evidence
of Future
Potential
Values
Alignment
Desire to
Grow
Learning
Agility
Informal
Influence
Needs Improvement Solid Excellent
Performance
Performance
Against Goals
Performance
Against Peers
Demonstration
of Desired
Behavior
Exceptional
Achievements
Talent Management : Talent Map Mapping
9 Boxes (Future Leader)
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P2M Utama
P2M Madya
P2M Muda II
P2M Muda I
P2 Pratama 1
2
3
4
5
Manager Senior Manager Scope of training: “Bagaimana Lingkungan Nasional dan Global, dan pengaruhnya pada strategi BCA”
Middle Manager Manager Scope of training: “Bagaimana Lingkungan External dan Internal bekerja, dan pengaruhnya pada BCA”
Supervisor First Line/Middle Manager Scope of training: “Bagaimana unit-unit lain diluar unit saya bekerja”
Staff Supervisor Scope of training: “Bagaimana unit saya bekerja”
1 2 3 4 5
Talent Management Development
Planning
Key Talent Development
Coaching
Mentoring
Training for spesific development
Job Enlargement
Short term assignment
Acceleration Development
Talent Management Development
Realisation
PROGRAM JUMLAH PESERTA
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
P2 Pratama 303 250 325 526 445 708 603 664 813 619
P2M Muda I 265 209 227 210 249 259 261 298 380 329
P2M Muda II 127 113 93 103 94 89 111 140 145 135
P2M Madya 51 30 59 50 34 39 53 52 42 52
P2M Utama 9 0 11 17 0 13 0 10 11 11
Talent Leader Development
Tahun Total 2010 7
2011 14
2012 19
2013 19
2014 24
2015 17
Total 100
OVERSEAS TRAINING PROGRAM
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Evaluation of Individual
Development
Identification Mapping Development
Planning Development
Realisation Evaluation
Review GAP vs Development - 2x Coaching Session / year - Annual Management Panel
ANNUAL MANAGEMENT PANEL
Talent Management : Evaluation
People Development in BCA - Result
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Turnover Talent
23.521
508 (2,24%)
70
(0,29% of total employee &
13,8% of total resign
employee)
Employee
Resign
Talent Resign
As of Dec 2015
Jenjang Jabatan Eksternal Internal Total
Direksi 5 5 10
Komisaris 5 0 5
Senior Manager 1 43 44
Middle Manager 5 90 95
Line Manager 7 430 437
Total 23 568 591
EKSTERNAL 4%
INTERNAL 96% As of Dec 2015
Nama Jabatan Terakhir PerusahaanTjit Siat Fun Direktur Bank MNC International
Mc Vera Afianti Direktur Bank Agris PT
Antonius Widodo Direktur Bisnis Bank DKI
Ong Tek Tjan Direktur UKM, Funding, FI dan Jaringan Kantor Bank Sampoerna
Honggo Widjojo Kangmasto Komisaris Utama Bank DKI Syariah
Wimpie Rianto Komisaris Bank Sinar Mas
Laksono Senior Vice President Maybank
Yulius Setiawan Head of Risk Analytic & Infrastructure CIMB Niaga
Evi Laniyanti Head of Procurement Bank Danamon
Yenny Linardi Head of Audit Internal Bank DBS
Management BCA - compositition
Tetap berkarier dan berkarya di luar BCA
Kostaman Thayib Presiden Direktur
Bank Mega
Benny Purnomo Presiden Direktur
Bank MNC International
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Team Engagement on Profit (in Billion Rp)
10,820 11,721
14,254
16,486
0
4,000
8,000
12,000
16,000
20,000
2011 2012 2013 2014
4.19
4.56 4.6 4.66
Survey by :
*) Team Engagement = Employee Engagement
HR Awards
• Gallup Great Workplace Award 2015 Top 10 Place to Work For in Indonesia 2015
(SWA magazine & HayGroup, 2015)
• HR Excellence 2015 (Rewards Management- Excellence)
• HR Excellence 2014 (People Development)
• HR Excellence 2013 (Talent Management dan Training & Development)
• Most Admired Companies (Fortune Indonesia, 2014 & 2013)
• Top 10 Place to Work For in Indonesia 2013
(SWA magazine & HayGroup, 2013)
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